Theory of public relation - what all communicators need to know

1. CopyrightCopyright © 2001, Prentice Hall, Inc.© 2001, Prentice Hall, Inc.
CHAPTER 9

2. 2Copyright ©2001 Prentice Hall, Inc.
QUICK QUIZ
What’s the number one topic that PRWhat’s the number one topic that PR
people request in mid-career seminars?people request in mid-career seminars?
a.k.a.a.k.a. Crisis ManagementCrisis Management
Issues ManagementIssues Management
Risk CommunicationRisk Communication

3. 3Copyright ©2001 Prentice Hall, Inc.
“…the capacity to understand, mobilize,
coordinate, and direct all strategic and
policy planning functions, and all public
affairs/public relations skills toward
achievement of one objective: meaningful
participation in public policy that affects
personal and institutional destiny.”
“…the capacity to understand, mobilize,
coordinate, and direct all strategic and
policy planning functions, and all public
affairs/public relations skills toward
achievement of one objective: meaningful
participation in public policy that affects
personal and institutional destiny.”
Define: Issues Management
Public relations counselor W. Howard ChasePublic relations counselor W. Howard Chase
defined it as:defined it as:

4. 4Copyright ©2001 Prentice Hall, Inc.
Issues Management 5-Step ProcessIssues Management 5-Step Process
Identify issues with which the organization must beIdentify issues with which the organization must be
concernedconcerned
Analyze and delineate each issue’s impact onAnalyze and delineate each issue’s impact on
constituent publicsconstituent publics
Display the various strategic options available to theDisplay the various strategic options available to the
organizationorganization
Implement action program to communicate theImplement action program to communicate the
organizations views and influence perceptionorganizations views and influence perception
on the issueon the issue
Evaluate its program in terms of reachingEvaluate its program in terms of reaching
organizational goalsorganizational goals

5. 5Copyright ©2001 Prentice Hall, Inc.
Anticipate
emerging
issues
Plan from the
outside in
Deal from the
top
Identify issues
selectively
Maintain a
profit-line
orientation
Deal with
opportunities
Develop an
action
timetable

6. 6Copyright ©2001 Prentice Hall, Inc.
OVERVIEW
I.I. Identifying issues and trendsIdentifying issues and trends
II.II. Evaluating issue impact setting prioritiesEvaluating issue impact setting priorities
III.III. Establishing a company positionEstablishing a company position
IV.IV. Designing company action and responseDesigning company action and response
to achieve resultsto achieve results
Job Tasks of IssuesJob Tasks of Issues
ManagementManagement

7. 7Copyright ©2001 Prentice Hall, Inc.
QUICK QUIZ
What’s involved in…What’s involved in…
I.I. Identifying issues and trends?Identifying issues and trends?
Traditional research methodsTraditional research methods
Focus on organization’s ownFocus on organization’s own
geographical areageographical area
Stay informed about what is beingStay informed about what is being
said about the organizationsaid about the organization

8. 8Copyright ©2001 Prentice Hall, Inc.
QUICK QUIZ
What’s involved in…What’s involved in…
II.II. Evaluating issue impact setting priorities?Evaluating issue impact setting priorities?
Set up issues committees within theSet up issues committees within the
organizationorganization
Set up priorities within the organizationSet up priorities within the organization

9. 9Copyright ©2001 Prentice Hall, Inc.
QUICK QUIZ
What’s involved in…What’s involved in…
III.III. Establishing a company position?Establishing a company position?
Formal or informal processesFormal or informal processes
Position papers or policy statementsPosition papers or policy statements
by top managersby top managers

10. 10Copyright ©2001 Prentice Hall, Inc.
QUICK QUIZ
What’s involved in…What’s involved in…
I.I. Designing company action and responseDesigning company action and response
to achieve resultsto achieve results
Aim for integrated responsesAim for integrated responses
Coordinate various branch officesCoordinate various branch offices
Contact lobbyistsContact lobbyists
Speeches, advertising, and employeeSpeeches, advertising, and employee
updates may be necessaryupdates may be necessary

11. 11Copyright ©2001 Prentice Hall, Inc.
Health &
Environmental
Hazards
“Perception is
Reality”
High Level of
Emotions
“Frequent & Forceful
Communication is
Necessary
Let’s Discuss: Risk Communication

12. 12Copyright ©2001 Prentice Hall, Inc.
Recognize that risk communication is part of aRecognize that risk communication is part of a
larger risk management program—based on power,larger risk management program—based on power,
politics, and controversial issues.politics, and controversial issues.
Steps to Planning a RiskSteps to Planning a Risk
Communication ProgramCommunication Program
Train management to deal effectively with the newsTrain management to deal effectively with the news
media.media.
Develop credible outside experts.Develop credible outside experts.
Become an in-house expert to enhance yourBecome an in-house expert to enhance your
credibility with journalists.credibility with journalists.

13. 13Copyright ©2001 Prentice Hall, Inc.
Give the news media solid facts and figuresGive the news media solid facts and figures BEFOREBEFORE theythey
approach you. Verify and double-check your data.approach you. Verify and double-check your data.
Steps to Planning a RiskSteps to Planning a Risk
Communication ProgramCommunication Program
Research the media’s and other publics’ perceptionsResearch the media’s and other publics’ perceptions
of your organization to gauge credibility.of your organization to gauge credibility.
Understand your target audiences and how the newsUnderstand your target audiences and how the news
can help you communicate effectively.can help you communicate effectively.

14. 14Copyright ©2001 Prentice Hall, Inc.
Loss of
Control
MANAGING IN AMANAGING IN A
Warning signs that appear with crisis:Warning signs that appear with crisis:
Insufficient
Information
Close Outside
Scrutiny
Siege
Mentality

15. 15Copyright ©2001 Prentice Hall, Inc.
Managing in a CrisisManaging in a Crisis
1 Define and understand the risk.Define and understand the risk.
2 Describe the actions that might mitigateDescribe the actions that might mitigate
risk.risk.
3 Identify the cause of risk.Identify the cause of risk.
4 Demonstrate responsible crisisDemonstrate responsible crisis
managementmanagement

16. 16Copyright ©2001 Prentice Hall, Inc.
 Be Prepared
 Be Available
 Be Credible

17. 17Copyright ©2001 Prentice Hall, Inc.
say…say…
““No Comment”No Comment”
Public hearsPublic hears thatthat as…as…
““Guilty!”Guilty!”

18. 18Copyright ©2001 Prentice Hall, Inc.
for communicating in a crisisfor communicating in a crisis
Tell it AllTell it All
andand
Tell it Fast!Tell it Fast!

19. 19Copyright ©2001 Prentice Hall, Inc.
Communicating in a CrisisCommunicating in a Crisis
Speak first and often.Speak first and often.
Don’t speculate.Don’t speculate.
Go off record at yourGo off record at your
own risk.own risk.
Stay with the facts.Stay with the facts.
Be opened andBe opened and
concerned, not defensive.concerned, not defensive.
Make your point andMake your point and
repeat it.repeat it.
Don’t fight withDon’t fight with
the media.the media.
Establish yourselfEstablish yourself
as an authority.as an authority.
Stay calm.Stay calm.
Be truthful andBe truthful and
cooperative.cooperative.
Never lie.Never lie.

20. 20Copyright ©2001 Prentice Hall, Inc.
1.1. Develop a clear, straightforward positionDevelop a clear, straightforward position
2.2. Involve top managementInvolve top management
3.3. Activate third-party supportActivate third-party support
4.4. Establish on-site presenceEstablish on-site presence
5.5. Centralize communicationsCentralize communications
HINDSIGHT:
Things ExxonThings Exxon
Should Have DoneShould Have Done

21. 21Copyright ©2001 Prentice Hall, Inc.
6.6. Cooperate with the mediaCooperate with the media
7.7. Don’t ignore employeesDon’t ignore employees
8.8. Keep the crisis in perspectiveKeep the crisis in perspective
9.9. Position for the time when the crisis is overPosition for the time when the crisis is over
HINDSIGHT:
Things ExxonThings Exxon
Should Have DoneShould Have Done
10.10. Continuously monitor and evaluateContinuously monitor and evaluate
the processthe process