The golden rules of Critical Issues Management (CIM) are to prepare for a problem, even a disaster, before it actually happens, so when it does happen, the Crisis Management techniques and systems are there to cope with it immediately and without hesitation. In Crisis Management hesitation escalates the problem.

The first stage is a Critical Issues Audit which involves researching with senior staff members and outside opinion leaders the possible ( nor necessarily probable ) disasters and issues that may affect the company or organisation or entire industry in the immediate and mid term future - 1 - 5 years. Every industry is different and every company's position in that industry is unique so differences are important to identify and positions understood. So firstly, analysis of issues, planning a response system, design of the structure of responsibility ( who does what, who is in charge and who handles it when they are away ?), communications routes and controls. You have to consider Internal, external ( suppliers as well as distributors ), Government, regulator and media as target communications groups. Finally you create the Critical Issues Management Manual - in which all the key information resides and which an appointed person i/c critical issues systems up dates regularly - at least once a quarter, even without any changes in between - which will affect the content significantly.