Author Archives: managingoutcomes

About managingoutcomes

Issue and crisis management expert

Why hold a crisis exercise then ignore the lessons?

What’s the point of holding a national pandemic crisis exercise and then largely ignoring the lessons? That’s the question asked by the New York Times following the slow American response to the coronavirus crisis. Less than a year ago the … Continue reading

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When is it OK to shut down debate on controversial issues?

The coronavirus just may have had one positive effect. The world-wide race to develop an effective vaccine to slow the global pandemic seems to have temporarily overshadowed the influence of anti-vaccine activists. Though it has to be said that prominent … Continue reading

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A dam site better off. How to pre-empt a crisis

Crisis management isn’t just about what to do when everything goes bad. It’s also about taking planned, positive action to prevent a crisis happening in the first place. Proactivity and transparency are key, as was shown recently when engineers confirmed … Continue reading

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Coronavirus outbreak exposes lack of crisis preparedness

As the novel coronavirus spreads across the world, we are seeing more and more governments and businesses scrambling to respond to the crisis. Crises, by definition, are messy and don’t offer quick or easy solutions – that’s what makes them … Continue reading

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Bushfire crisis shows the persuasive power of big numbers

There’s an old journalist maxim that Names Make News. But when it comes to media coverage of important public issues, it’s equally true that Numbers Make News. During the Australian bushfire crisis it was widely reported that fire had killed over … Continue reading

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What should keep executives awake at night?

KPMG recently released their annual list of what Australian executives say keeps them up at night. But if it is intended to be a list of real-life crisis risks it falls far short. Executives should be kept awake at night by … Continue reading

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8 ways to tell an issue from a crisis

It’s a major mistake to treat issue and crisis as interchangeable terms. And it’s time managers stopped “inflating” every other issue into a supposed crisis just in order to attract executive attention and maybe spring some extra budget. Certainly, issues … Continue reading

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