Module 10 Discussion: Calendaring and Budgeting

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FOR PR, SOCIAL MEDIA AND MARKETINCi

FOR PR, SOCIAL MEDIA AND MARl<ETIN(;

□□

JI! (111111 LAURIE J. WILSON , APR, FELLOW PRSA

Bri11h• m Youn11 Univorsity

JOSEPH O. O1.DEN HYP3R, h'K.

CHRISTOPHER E. WILSON Bri1h• m Youn1 Unlv, ,.itv

Kendall Hunt p u bt ish •n o co m pany

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CONTENTS • • • • • • • • • •

Chilpter 1

Prefxe

Aclmowledgmrnll

About the authon

TIE IEUTIIHIIP·IIILDING lPPllCI TD CIIIIIHIClTIINI LfAllNINCi IMPERATIVES

xvii

xix

Most trusted groups 4

An Integrated appr<>Dllh 7

Tlpl fton1 th• pros; Stratt1lc commun!n t loM I

WMAT-5 lt"tUMl,,, IU ITll&TUIC" I

THl Hltfl~T W ~ATIMIS Ar;;i PR f't::ilCTIOlll ~ ell~H 9

Rlt1'£TM. flllllDI 10

~ IKLAl ::s+wPI WllM f'WLKS 11

f-1 can T~ 12

TWI ITIIATl1'M: ~&TMMIII f;WI.TIU: 14

Wli&MAII\' 15

r. rsr1 l · Sttp Stntetlc CommunlcatloM Matrbt

- t IO ..,

tw COJfflUl'TI

Ch~ptu 2

Ch~ptar 3

PIILIC INfllllATIII UI PEISUlllVE CIIIIIHICAJIOI LEARNING IMPERATIVES

I" !'.lilt-

Shapi113 atti~s to change behavior 2S

The, lnftUl'nce or mental shortcuts on behavior 17

Using bc.havior lo sqimc,nt publics ZI

r n Opinion formation n Tips from Ill• pr~: Shapin! public opinion ill

The p henomrnon or pera,ption JI

Opinion leaders lJ

Mcuuring public o pinion lJ

Using mus media t o inftuencc publics

Persuaai"" appeab ~ , _ A,1,.,f ••

Resean:b-based persuasion efforts

The elhlcs olpersu.uion

U:11ltll,H

fffl:Rff:CH

CIIIIIINICATIIIS IESEAICI MmHS LEARNING IMPERATIVES

TIii

• 11

NW.liaCN MI.T~ Alt!! f+lft IIWl!■6Jt'I' It# fDlll..i 41

' 50

Orpnizational ,,,_rcl, 50

internet and llbnuy research 51

Extunal organizations 52

Media auearch SJ

Ch.ipter 4

FOctllgroups

Copy and product testing

Psydlographic studie5

Social media arualyt ia

r,.,, ho,., hop oi · Beyond Ulflphf" • re,

Sun,ey raearch and opinion sampling

"""" ...... 0 ...... (1-llff"'"

UUW::151.S

Rffl:MWH Mm &09lf~~ tttAC:mS

STUTECICAUY APPLYING IES[HCI HI HCIAL INIICHTS lfAllNIHG IMPEllATIVES

St.--.lc Communkatl0fl1 Matrix: llos.arch badllJOund, situation analysis and a,n p,oblom/ opportunlty

M1tll1 appllod: Ros.arch bacq,....nd, lltuatlon

'° '3

" 71

analysis and coro problom/ opportunlty n St:ala,holdcr research 74

Identifying self-Interests T1

ldmtifying opinion lend..-n T1

,. """ Tip• ftom tho p,o, Advlco fo1 tht dnac1nt11c <Ol'llmunlcator

Asseuing n,Lationships

SWOT~yw

COMNI08Util

~, UtMUH

ePPOlt JUUITI'

MHll!atH Mtl!I AAlelJIOltAt H~

ID ., IJ

....

COH'TIUITI ..

llf COXTllJff'I

Ch;ipter 5

Ch ;i pter 6

srn11c Gilli HI IIJECTIVES 17 17

u LEARNINC IMPERATIVES

l (1

Stratqk Communk atlons Matrix: Adlon plannl111 pal and objectives It

Matri x appll.cl: Writln1 1oal~ and obf«tlves 11

Establishing goals 12

Identifying objectives H

lnfo nnatlonal v,,.nus motiYlltlonal objectives •

Tlpa fro111 th• pros: D11t«rentlatln1 b•tNHn ~o:als :and obj-.cti\llH P

MmMM'I' •

1nRau1 •

tl:t!RMIKH

ClllTIVITY lll llC IDEAS LEARNINC IMPERATIVES

C r Knowing what will It ic.k

c,.,alivity and atrategy

Stntqk Communications Matrix: Adlon plannl"I bl1 ldu

Many!ng creativity and atralegy

Breaking habits

Brainstorming and ideation

""' Tips from lht ~ - Stol!lnt <rt t,vlty for .,..,d,wlnnln1 tdus

Ot.crving and aeizing o ppor1unlt lea

Giving)'OUl"klfpumiuion

O,.,,rcoming rear Creative environments and people

101 1G1

102

101

104

UIS

105

18'

10I

110

no m 111

114

Ch.iptet 7

What isabigidra?

Matrh appllu: Ill Idea

Crafting big ideas

Slopm. tag lines and huhl,Qgs

G<,...,ratlng big ideas

Ex«uting big ideas

A big ide,i at HP

u.- (URCt'IIS

1&""9fl T1I .IIMIU..CllOH TIU

IKlf:AI H MG Aa!UOtlA.l RU~;l;1

IEY l'IILICI LEARNIN<i IMPERATIVES

Public ,-ersus audience

Objecti~foc:used

Strateek Communication s Matrix: Action pla nnl"I key publics

T,p, t,o,.. the pro,. 81uk1n1 lluoup in 128 PR

Segmenting publics

Matrix appllu: S.IK1ln1 key publks

lnlenening publics

Plan each public separately

.......... Joi- ..

MmM&ll'f

(HflCfln

~ II ANlf 1-0NAL RU I

COWT&H'ff ...

115

11,

117

111

11t

no 121

121

1Z2

1:0

m 1J4

127 127

121

110

132

134

115

111

117

.. CO>rTIUffl

Ch~pter8 MHHGU. STUUGIH ANI TACTICS 13!1 1J9

140

LEARNINC IMPERATIVES

•

Primary rneuages 140

Secondary nwossoges 14'1

Es..,,,IW facton Ml

Strat.,k Communications Matri x: Action pbMI,. _ _.sa_.s, 11,11.,ies and beta Ml

Delh"Uing messages 143

I •

Informational venus motivational strategies

Tips from tho,,._ • MHUtin1 your m .. ,..,.

Choosing strategic channels

144

145

MS ,. How channels help (oau your tactics 141

Declining importance of mass media channc,b 141

Nt!W technologies and the Internet 150

Citizen journalism and biogs 151

Social media and the way we connect 151

Tip• fro"' th• pt"1: Bu 1d1n, • su<cut 111 blot 15J

Tf -,c: 1SJ

Tactics as strategic toot. 1SJ

The dilfercna, b,,tv.,,en strategies and tactics 1SS

A diversity o( tactics 155

Highly personal and Interactive 157

II+ Cl. T ..

Segmented and mode.ratcly interactive

Mau-prodUCfll mus media

Spon_so~ content and social rerpon_sibllity

Other considerations in selecting tactics

Matrht apflli.d: Meua,- desltn, 11n1.,111 and tactics

C t.T - -.r

Strategy brirfs

158

ISi

1'1

1'4

COJfflUffl .. I~ 1'7

UtllCIU!i 151

KfMtffl:U ... Memo~ NAe;uc;s 151

Ch;apter 9 HIIG IIClll HI IIGITll MEiii fll lEIUGE llPLIFIClTIDN 171 LEARN lNli IMPERATIVES 17'1

..n,, 1n

Scope ltDd trends 173

l1p1 f,o,,. the p,o,. Tht p9wt r of human-10-human m• 1kuint 115

TO CNeME , .. RST 11'1.lt, 177

~•- UnltMAll'Nnu 171

111

Branded content 112

Supplr1""ntlng traditional mrc!Ja 112

Newsjaddng 113

114

Social medla lis1cnlng 114

Social media ROI 114

1•

EXl1Ktlll 1•

SIU~I &111:1_._..flUIIAL-~I 117

Ch;apter 10 CllIIIUIIG HI BIDGETING 191 LEARNlNli IMPERATIVES 111

Strat .. k Communicat ion s Matrix: Action plann l"I calendar and ltudpt 113

c,... 11J .. "'" ....... i...i-ii 1M Matrix appllltd.: calendat 1•

S COJCT&HTI

Ch~pter 11

Ch~pter1 2

Matrix applled: ludtet

Tip> from thl p,o,. Spendlnt yoL1r mo~•Y slraltgically

l~Mt\'

llllilCJSH

RIRHtlCU ,._ AGe!limtM. HMM.Iii

IIIPLEIHUJIII UI CDIIIIINICAJIIIS llNUEIIENT LEARNIH!i IMPERATJV£5

1•

Stratqk CommunlcatlOfls Matrl•: c-munlcatlon lmple1Mnt1Uon

Matrix applled: lmpl-ntatlon tuk 11st

Tlpt fro111 IM pros: Movln1 from ,tann1n1 lo impl1mental on

QYAI.IT'fCWTIIOl

Mini- Ill.lb pa

Tips from 111• pros: Ho,. lo m••'t• 1 .. 11,,a11d campai1ns

ON&Dmi

ll(fllCISH

ltlffKC1iS a AatTMnAL KU»:t-5

:zoo :zoo Jll'I

Jll'I

203 ZDJ

ZDS

ZDI --'1111 ZN

Zlll

J'IO

J'IJ

114

CIIIIIIIICAJIIIS IWIIEIIENT lNI EVllllJIII 211 LEARNING IMPERATIVES

E"-'Lll>.-

Mdli ,_, ~ ~m am! &lllffilnd(....-y

1'17

1'19

Chapter 13

(

Stntetk Communkatlons Matrix: Ev1IAtlon criteria and tool,

Matrix applied: Evalu1tlon criteria and tools

T""

Tips f,o,-, the pros, Musurln11od ~ .....ala

Adding evaluation tools to cll!endars and budgets

UIIKl1U

Kl'Cffii;:;tln .lllllANilf1on&.I. NADIM.I

CULTIVlTIH ANI PITCHIH NEW IHINEH LEAANINC. IMPERATIVES

ll'ffHll"'-1

De,'eloping a new bu1iness pitch

Tips from the pros: Findln£ no:., bu sinus

The RF'P proeoess

Parts or an RFP ru1ponae

Tip• ho,.. tho p,o,. A U r•t•tit rHpon1e to AFP1

Ql:l:Wl~:S WltHI l8 Fl?CIC ttfW tlU511:fS1

"' , Begin with some math

Evaluate your positio n

' Do your nekan:h

Carefully evll!uate

Mwit visulll

UltKtU!i

AEf'IAC!.cll MW ~noNM. tll.u.m5

COJfflUffl ••

2ll

m 223

224

225

22'

22,

221

227

229 221

230

2J1

2)1

232

233

234

231

237

231

2)1

241

242

d COKTllXTI

Ch.apter 14

Ch.apter 15

PIUEITAJIINI LEARNINC. IMPERATIVES

245 :MS

:Ml

Selttting the appropriate type or pre5entatioo 246

Tip• frD,. tho pro, 0\l&~o,..·nr pr•.untauon a"•l• tv :M7

Respecting )'OUr audience :Mt

~ ~

Using technology ZSI

"' 2SJ UHIIC.11.U 2SJ

tl-lnMCU

ETIICI All PIIFEIIIOULIII Lf:ARNINC. IMPERATIVES

A shifting lanchcape

f ICS

Organizational ethics

Codes oC ethics and proCessloonl standards

Pl!no11J1l ethics and deculon-maldng

Pl!nonal and proCuslonal development

Work habits and job performance

Persooal conduct

Human relations

Tip• froM lite pt•• Mow to pttfttVO your ,.punt lo•

Mint IMW1IIIT'I'

~Aft'(

!1((11£1'1\H

Mnafl!CU Ac:2 MelTi=:u.t M,...;s

254

255 zss ZS7

251

ZS,

no ., ... ... 2'S

ns ns

-JS7 ., ., Z10

COJff&Hff ... Appendix A TIPS FIi JU PIOI 271

Appendix B SJUJECY IIIEFI 273

Appendix C PIFHIIIHL CHES IF EJIICI 297

CLIIIHY 323

INIEl 329

. . _.,. .. .. .... ,, . . . . . •· ......... . . . . -... .. ,.. .... . i ... :·: ~ :·:~ ~:~: .... ' ... ,,,,.,,. , , .. , ..

··•1 , . .,~ .. ........ ...... 1~• ... . . . . . . . . • • • • • • • • • •

PREFACE • • • • • • • • • •

uch bu changed in the world 1ince'"' released the 6th edition of Strategic Communicatiotu, Planning Cor Public Relations and Marlceling. l n revising

thia book for the hut l-dltlon. we llhined focua to account !or t he rise, of 10Cial me• dia. including adding a chapter on that new c hannel for listening to our publics and ddl~,,ring our me1aage1. We also strengthened our emphuis on c reativity, udding the •big 1c1c,a• to lhe matrix. and'"' added a llhort chapter on responding t o rrqueala !or propoaals. The remi0tu addreSRd the 11Cttlrrating rate of change digital mrdia brought to communicatiotu and busineu in our society.

Now, I.he pace of that change iseYen faster. Social and dlgjtal meclliLbaveexploded and '"! have a whole new generation of people who are unused to communicating bce-to-f:ice; they do almost all of their commu nication on electronic devices. The rapid advance oflecbnology h.u changed the landscape of communication and buai• neu <entimy. so that it would be UJU'ttOIDiz:able t.o the practitioners of juat 30 y,,ara ago. With this Steismic revolution .. what was a consumption socic,ty bas shifted to an aperlental one. In 2017. pt'Ople •pent more money on •"1"'rirntt1 than on prod- ucts. Instead of buying •things.• I.hey pursued adventures - wilclemC$s opportuni• tl6 Instead of new cars. thrllJ rxperien«s likr parachuting inllrad oi new clothes. ln a 2018 review of financial reports compiled by Income Diary. online travel •ites £xpedla and Priceline ranked sixth and seventh in internet revenue, pulling in S106 and 597 prr rerond. re,ipec:tively.

As a result, we have again ~-erhauled our entire text_ We brought oo a third autho r. who brings (n,1b perspectives and currency. 11nd who relate• • -ell to the ris• ing generation. The matrix bu .-vol,,,,.f lo kerp up with current trends and practices in oommunlcatio1u. marketing and business. and we have lit erally packed the text with the moat fl!l'ent cxamplH, caR11 and new strategil'I taken from today·• brad· llnH. communications practices and practitioners.

Nevertheleu, one thing remains oonstant: the need for a solid. adap1J1bh, stnte• gic communications proceu. With the meteoric rise of socw and digital media and the proliforation of public segments and channels. the n eed for resc,:an,b-driven llrn• tegic analysis, planning and implemen tation has never been greatl!r.

We believe that we\,, kept the rlements that have made this book one of the t op-odling PR strategy and campaign t.rJC11 for many y,,an and added vibrant. new insights into the use ofdlgital and soclal media. Of courSte, we have updated the trwt

nll PUPAC&

d4t:a from tlw, Edclman Trust 81110mctrrs that bas become a slMdard feature ol 11,., book. and Included updated Pew 8"R:ard> social media data from the prrvio111 edi- tion. Here·, some of what you can expect to find.

All apdated aad l'ffilled Stntelir Co-..lcatiou Matrix. • Focuses research, including stalteho.lder resean:h. on results that provide a

foundat ion for communication efforts. • lndudes a strengthened "big idea" concept. detailing the process for creating

and using big idea • Re-enginerrs the Communication section lo focus o n Implementing

camp:algru.

A ~Deel appNJKb to ec>-wlicatloa laplementatl- ...s ........,_L • FOC\I.S<Hon p roject. management and quality con trot • Introduces new tools (or Implementing eomm.unlmlioos rll'oru: an lmplr-

mentation task lis1 and quality control clw,ckllst ..

Updated aad apaaded tttataeat of IIOCial aad di,ltal a.di&. • Using social media for message amplification rather thnnjust message

ck-livery. • Lr,..,r.aging 110Cial media bued on analytics. • Using Important socio.I media lnftucncers.

A re-riaed dlapter- RPl'II with a broader look at Cllltlvatiac

• l ndudrs how to cultivate new clients. • Focusrs on new business pitchrs u ....,U as RFPs.

Among all thesr changes and updates, .., have included the most current Mini Cues. Tips Crom the Pros and Matrix Applied scgnu,nts to keep the control currrnt and relevant lo today's students and pr.,ctitionen. The basic principles of rese:m:h- bued strat~c communicat ion. howt!\"Or, remain unchanged. But the t.ools.., we t o oonduct research. analyze d ata and communicatr with our key publics haw evolved dramatically In jUII a eouplc of years. We're confident this 7th edition wUI help you kttp up with- if not leud- the charge Into the exciting next decndr of communication.

ACKNOWLEDGMENTS would Ulw to begin by acknowlo,clging my personal men ton and colkagues whose aupport led me lo dcvclop the Strategic Program Phtnning Matrix and write a text

based on that for u1e in our 1enior capstone campaigns class at Brigham Young Uni• , . .,.,ity nearly 30 yr.rs ago. I n th<e 1980s, lacking an analytical tool for students to use in w iving public relations problems within the RACE mock,L those euly BV\.I PR faculty memben collabonoted on a proaeu that spcclllcally outJlru,d the type or -arch needed and how that~ and its subsequent analysis should direct the planning and co.mmunication steps.. Supplementing my early work to ~..,lop the matrix w,:,n, Bruce Ol1en. Ray 8edduun. Brad Hainsworth. Larry Macfarlane, and JoAnn Valenti

That 1enior campaigns class was unlike any other in the nation. and W1e needed a text lo h<elp the 1tudonts with their n,1ean:h and campaign planning for a real cli- enL It Cell to me t o wr ite IL Because or our student.s' 1ucceu with this planning pro- «11 the book began to be plckNI up by o th<er unlversillea, and I wu unupt,ctedly launched into ttvisions and new ed.itioou to kttp the text cum,nL Tluough the Cast• pattd 1hlft.1 and changes in our indwtry, "lhc matrix" u it bu come to be known by students and pnctitionen across the country bas endured as • cohesive and useful tool for planning and lmple_mcntatlon o! communlcatioou efforts.. Now rwl\"t?d to the Stntegic Communications Matrix. the foundation o f n,sean:h and planning for effective implementation remains.

The addition of Joseph Ogden as a co-author in 2004 was a wise d«ision. as he brought curre_ncy not only to the ronlenL but to the design oC the le:xt and its use o( mini ca1es and lips from pro(esslon.als. Now we haw added a third author. Or. Chris Wilson. a rising young star in public re.latiom and communicatioou education who will help us malnhun currency with his knowledge and experience in the use or dig• ilAI and ancinl media channels. I gn:toJully acknowledge his hard work and diligcnce in ew,ry r:acet of this new edition - cont ent. design and publication. He has thrown himl<,J!ho,art And soul into the ,.'Ork. and has been a dcllght lo work with. His conlri- butioru have been aeeptional.

Today, the matrix approadt is used by mon, than 200 unlw,rsitlrs and collcges around the worid to train budding proressio.nais in the art and scientt of strategic communications. ll provides a structure for effective communicatiom that inher- ently teachc,s analytical skill• that an, too often missing from education today.

Additionally, we are grateful for the thousands of graduates. pnctitiooers and profeuon across t heoountry who have learMd. Gpplled and helped shape the matrix into its current form. We wclromc, )'Our continued feedback as lhe matrix adVllOCes to n,main n,levan I In a rapidly clwlglng communicaliona landscape.

We alllO would like t o gratdully acknowlc,dge the cont ributlons of pnictltionera Crom across the nation whose advice and couD1el Is found In """lY chapter. We

nllll AC.XOWLaDC:UIINT.

apprttiJltt, lhne professionals for taking lbe tim,, and elfort to share their expcri· cnCI! and wisdom. We :wo thank nur exceptional graphic deslgnc,r, Jon Woidb. for his 'll'Orit keq,ing the design of the book current and appealing t.o today'• rtudt,nL We also acknowledge his responsiveness as,..., navigatrd tlgbt deadline5. We recog- niu and apprttiate the assistance, of Angela Willrnbring at Kendall Runt who bu patiently steered us through the process, responding to requests for material and pc,nniuions and shepherding the project to c,omplction. And lully. ,..., acknowledge our unfailingly supportive families and friends whose, patience has bttn endless.

/u the Stratqpc Co mmunicatio ns Matrix c,onUnues to evol"" and moves into • new era o f strat<"gic ,-ommunkationt, mari<eling. digital and social media, I salute all who ha"" had a hand in shaping lbe proa,ss and In spreading Its use, from thooe who ftnt bud the vision to he lp create it yean ago. to tbooe who have contn'buled to kee p it c:urrenl

Laurie .J. Walson Sandy,IJlah Deermbcr2018

ABOUT THE AUTHORS Laurie J. Wilson A roccntly retired, award-winning prores,or or communlc■Uoru, al Brigham Young University, Laurie wu recognized in 1990 u the Public Relations Student Society ol AJMrica Ouutnnding Faculty AdviRr ind 1ub,w,qul!ntly sen,"'1 four yean u the national f-=lty adviser. In 2001. sh e wu n:uned the Outst:,nding Educalor by PRSA :and ii a member or the PRSA College or Fellows. She rec:ehred a Utah Goldrn Spike aw.an! as ProressionaJ or the Year in 2010. Wilf<>n has also recei\'Cd the prestigious Karl G. MaeserTeachlngAward and three StudentAJumnlAssociation E.xcellence in T-eachlng Awa.nit [rom BYU.

Wtlson received her PhD. from American University in Washington, UC., after working in public relatioru :and marketing for 1everal years. She joined the BYU faculty in 1989 where she 1erved two tcrms DI chair of I.he communicatio n• drp:artmcnt and for •"'-Tral yean directing the public relations program. She alf<> sc,rvc,d 1hr years•• the unlv,,nlty'• dlrrctor of lntemJ.hlpJ. Al the same time, Wilson co-<,haircd a national PRSA Lask force on Internship•. which creat,'CI the lint-ewr JlandardJ for quality public n,latlons lnt.,mshlpJ. Shr hu 1erYed u national chair for several education initiatives and tuk forces in PRSA, .bu served in the public relatlon1 dl,-ulon of the Association for F.ducation in JoumaliJm llJld Mass Communication. and .bu senTd on the diversity task force of the Alsociation of Schools or Journalism and M.1155 Communication. She represented PRSA on the J oint Commi.uion on Public: Rebtioru, Education. chairing the undcrgrad• uate curriculum committee. She bas serv,,d on site teams accrediting communi- cationJ programs for the Accrediting Council for Education in Joumalilm and Mass Communication and leads 1ite v!Jit team• certifying schools in public n,la- t.ionJ cducation for PRSA. She 11 on the editorial boards ol the • Journal of Public Relation1 Rc1earch0 and the· Journal of Promotion M.anagcmenl. •

Wilson 's area• of cxpc,rtise, ...,..,arch and publicat:ion include stntcgic plan• ning and lnue m11W1gcmcnl, corponate 1ocial respuru,iblllty and bulldlng commu• nity parlnt,rship•. She consulto in those areas and is an educational consultant to communicalioru programJ. In addition to tbio book, Wilson hao co-authored three other communications books.She was a member oflhe executive board of the local United Way for 20 years, and CUTTently volunteers at the Humanitarian Center for the Church or JesUJ Chrut of Latter-day Sa.in ts.

Joseph 0 . Ogden Joseph iJ a change agent with a history of achicvlng extraordinary result-. lnlluend ng how hotel controcu are f<>ld. how pcoplc choo.e vacation dcstlnatlon1, how mort· gages are 11U1rlceted, how schools raise money. and how students learn communica• Uon1 and marketing are a fewofhi.Jsucce11CJ.

D A80t1T TIii! AtTTHOU

In addition to bc,lng a ,ought-after consultant and presenter, he is cWTenUy VP or ,1r.11egy and hulghu al HYPSR, Lnc., an innovative locution -based markrtlng company headquartered In San Francisco. He is also a prorenor and former head or the PR progr-am at the Brigham Young University School or Communications.. Hu areas or expertise include strategy, creativity, messaging and building data-driven campaigns.

Joseph earned a bachelor's degree in communications from Brigham Young University with a minor in music and an MBA in markrtingfrom tbeMMriott Scbool of Mana~ment al BYU He also completed a no n-degree program In n~otlations al Harvard and MIT. He is foundrr of JOO Communications St:rategisla, a strategic 1n11ruling and comm uni co lions consultancy. He h4s v.-orked with leading organlza• tlons In a variety of indutl ri,,. In cluding hc»pltallty, flnnn chil arrvl""11, technology, hlgher~ucation and politics. He hu also been an execuliv,, speechwriter.

Brforrjoining the faculty in the, School olCommunicntion,, Joseph wu auislDnl dean o f the Marriott School of Man,agement ~nd exen>tive director of the ~l's National Adruory Council In 2010, he, necd\'l!d the N. Eldon Tanner Award. the school'• highffl administrative honor. In 2013, he wu rrcognized with the Brigham Young Outstanding SeIVice award.

Brforr coming to BYU. Ogden worked u corporate communications directo r for • DeMly $1 billion-a-year personal can, 11Dd nutrition products company. He was the comp:iny's spokesman. directed public rrlalions and marketing In Asia and managed inwslor communications for the publicly t:radrd firm.

A crratl,-e thinker who Is constantly ~'Olving. Joseph likes looking at things dilferrntly. He al10 likes getting ouuide to eydr, ski. hike, and to IIJlpreciate grrat arcltltecture.

Christopher E. WIison CWTently an assistant p rofessor or communications and head of the public rrla· lions progr-am at Brigham Young Uni.-ersity, Christopher E. WtLson receiv,,d his Ph.D. In mass communications from the Un1'-ersity of Florida when, be studied public rebtions and organization theory. His areas or exP"-rtise Include publJc rela- tions management and strnlegy, mcuurenwnt and cvaluallon, and IOdal media. His publishrd resc,an,h o n theae lopia can be, found in the Journal of Public Relations Education. the Journal of Communication Management, Public Relatio ns R~ew, the lntrmational Journal or Strategic Communication, the Research J ournal o f the, Institute, for Public Rcllltions and the Public Relatiom Journal. Hr has won I.op paP"-r awards for his research £rom the lnlttnallo nal lnstltule ror PubUc Relations Resrardl Conferrnce ( I PRRC) and the AssociAtion of Educators In Journalism and Mass Communication (AEJM C).

Wilson worked u a public relations profesaional for 12 years before pursuing his Ph.D. His undergnduate intemship turned into full-time emplayment In the public information office or West Valley City. Utah's s«ond•largest city, where be tu,Jped design and implemrnt communication efforts for city and stale emergency opera- tions centers for the 2002 Salt Lake Wtntcr Olympics. Among othe r projecu. be also aided the launrh of a multimillion- dollar community cultural centrr. Wilson then 5t!rwd u public rrlatlon1 and marketing manager for the BYU Muarum of Art. the, be1t-11tmdrd unlverahy art mu1eum in North AmerlcA. Ho directrd the, adoption of new technologies lo enhance the In-gallery ""P"-rience (cell phone audio tours.

MP3 toursandiPnd tours)and improve the museu.m's exlemalcommunk:llion (RSS (tt<b, podcuts. websltclL. ISSUU, Fattbook and YouTube).

Al BYU Wilson Leaches undergraduate courses in public rclatio111 writing and the capstone campalgn course, and a graduate seminar In public relations Issues and str.itegy. For the put two years.. his grad uate students luvc placed in the rom- lllWlic:,tions school division o( the annwa1 Arthur W. Page Case Study in Corponate Communication l'Ompetltion. He advuc,1 BYU'1 award-winning Rulon L Bradley Chapter of PRSSA.

When he l1n't running the public n,latlons p.rogrnm. teaching in the clu1room. mentoring rtudcntJ orworldng o n n,scarch and publication .. you will likely find him with hill family baclcpadc.ing in the mountains And canyons or Arizona, California, Colo rado, Utah or Wyoming.

AIOUT Tll& AUTUOU al

CHAPTEQ\ _ / THE RELATIONSHIP.-B HI LOING APPROACH TO COMMUNICATIONS . . • r / . . "/ /

. "/ · · / # 'Trust is the most basic element

of social contact - the great intangible at the heart of truly long-term success."

- AL GOLIN

Pou ••·· OP OOLUf■Aaau ·•T■&W&TIOWAL

LEARNJNC. IMPERATIVES

• To -d th.it •n o~anization's s..-vral is dependent upon esutllishint trust amon1 k~ publics.

• To undefsUnd the charactlristics of• rdationship-l>uifdin1 approach to an Df!anization's communiutlon.

• To~ Introduced to the Strate11ic Communications Malm Ha tool fo, plannln1 and lmpl,,,,.nt1n1 an Dfl• niution's communiatlons.

J CNA.PTU 1 11wrr.latio,,•hip-buildi.ngapproadtlonwnmuniculion1

,tirt,,,, Nt{,iy_,,;,., pro/lft,;t,"" Su-...nt1\ c.Ja.x,Not, 1

g-g ~•un An emotional ju:tymont of one's °"ibility and ~on issues of lmpo,unct.

adles and genUemi,n, wi, haw a special announa.menL I want to inform you that thr Samsung Galaxy Note 7 cdlpbone is complete_ly forbidden to lllkr on-

board thd aircraft. You can't have it as hand luggag.. and it is also forbidde.n to have it in )-"Our checked-in luggage.-

This announeemi,nt. made on a Lufthansa Airlines flight Oct 19, 2016, wu bceing repi,ated thoUSU1d.s of times a day at :airports around the world. Announcements like It continued Into early 2017 before the FM determined they were no longer n~-c- essary-dur to the high degreeofpublk awareness of the ban__

But thing. hadn' t always bc,cn so bad for Samsung or Ila popular Galaxy Note ac,riea amartpbones. The high-end Note 7 wu oft' lo • racy ala.rt with n,cord pre- aales and o.rden In August 2016. But not long 11\uw:ml a 1ig;niftcanl number of the phones beg.an overhl'ating. catching lire or exploding cawiing Injuries to owners and putting tnvelen at risk.

On October 5. 2016, Southwell Airlines ftight 99-4 v.,as ev:icu.ated while still :at the gate in Louisville. Kentucky, because of a smoking S:tmsung Galaxy Note 7 amartphone. Even more distressing is the fact the smoking phone had already bceen replaced by Samsung.

It wa1 IOOn discm-cred that both the original Galaxy Note 7 And r eptare~nt phone, both bad aignificant batt.ery luue.1. Wi thin two month• of their launch both version, had be<,n recalled and production di&eontin• ued. The misstrps cost Samsung an estimated SS.3 billion and ewn more in reputation. Two y,,an later damage to Samsung's reputation continues to impact the company as sales growth at the world's largest mobile phone maker lags behind its competition.

Would this be, the case bad Samsung responded dill'erentl)'?

People d on't actually exp«t ,-omp:mics to be per- rcct. But bow they respond to l11u,,a II what ac,t, them apart The rc,ponse and communal-ion around problems can shore up or destroy the critical bond of tnut between organiutiom and lndlviduals..

For example. when Hurricane Sandy bit New York City people expected to lose power. But Con Edison. the local provider of electricity. gas and steam actually saw its favorability ratings go up after the storm - despite the fat'l that Sandy caused more customer outages than any storm in the company's long history.

Con Edison was physically limited In how raa1 it could restore power. but not in how it could krep people informed. Prior to and i.n:uno,dlateJy following Sandy. the company went Into hyper communicutiom mode - delivering real-time updates on the storm and projtttioM of when power would be restored to dill'orent paru of the dly. lf you liwd between 14th and 32nd llrttts. for example. you ,-ould expe<'l } ' 01.ir power t o be rutored 10metime Tuesday between 5 p.m. llnd 10 p.m. Knowing what to expect and learning :about the utility's extraordiruuy ell'orts t o mobilize its own worlter, as wdl as engineers and malnt.-nuna, teams from surrounding stoles gave people the feeling that Con Edison was doing all in its power to ~I the lights bad< on.

Con Edison's communications efforts throughout lbe crisis secured the trust of it, publics. But so~ orpnizatiom - companie1. ~mmcnts and nong°"'mmen• tal organiz.atiom - stlll just don't get IL On Marcll 8. 2014. Malaysia Airlines Flight

CH.Al'T&R I T'Pw-r'ffotiomltip--buildi ng approod, lo cmnmunlm:liam

370 dl!p:uted Kuala Lumpur for Beijing. An hour an.,, l.al<eoff, ground conlrol losl mntxt with th<! Bodng 777-200. and II dlnppc,ored from radar.

On lhl! day the flight diJoappcan,cl, ~falaysian official.I offered \'ff)' littJ" infor• mation about whal went wrong. Not until four day• Into the International search did Malaysian official• reveal tmt they had radar evidence ruggerung the plane b.ad turned around midll.ighL Countries fro m around the wucld that bad joined the search wcrc £rwitrated that they bad bttn looking in lhe. wrong place. Some experts say lhe delay was so critical that it may now mean the planr might nrver be found becaUJI! of ocean currents.

Malaysia Airlinell a nd gow,rnmenl officials were 10 reluctant lo rele..., informa- tion related lo the inveslipllon into lhe missing o.lrcrol\ thal they completely lost lb" trust of the international community u well aa of lhi, famDles and Criends of lhosr missing on lb" OighL

Thc vc,ry act or trying to with.hold Information lhut might make the national airline- look bad made it and the muntry look won1e and hlnden,d 1hr investiga- tion. Air line and government officia.b including the prime minister of Mauiysia M!l'e not tr.msparenL They almost appeared criminal in not wanting to: I) tulk about how and why two passengers got oo the plane with ltolcn p4SSports, 2) admit !ml the plane's dala transmitter llppeared to have bttn deliberatc,ly tum!.-d oft', and 3) talk about the, pilots' backgrounds and lnvl-s• tlpte ultrrior motives.

As Malaysian official.I mntinued to release baiting Information related to the snrch. thr lntr_matlon11I mmmunity turned their trust to Aultnllian Prime M1nist"1 Tony Abbott wbosr govemme.nt w:u man- aging search efforts some 1.500 miles oft' the coast of Perth. Australia..

The ~tH370 tragedy, which cost the llv"" of all 239 passengen and m,w onboard, is an example of just bow much governments, businesses and at.hen ha,-., lo learn about 1hr importance of building and maintaining trust.

Tn•~t As wr began a new century, corporate America discovered lhmugh sad o,xperimce that trust was lhc primary lssur of mnttrn. In fact, It bad always bttn 1hr primary issur_. Then. more than a decade, into the new century. wit h aggreuiv" rclalion• ship-building strategies, businesses seemed to be recovering somewhaL But it took lhe events of the early part of this century - 9/ U lllld its effect on thr_ ec-onomy, lhe demise o( Enron, Worldcom. Arthur Aodeneo and others; lhr security brokers' sauidal; mlsmanngemcnt by mutual fund managcn 11nd many other similar events - for all secton of our e<,onomy lo realiir Uull trust among an organiu lio n·• publia is lhc singlo, most Important factor in o rpniz:ilional survival.

ln a c,risis of trust, orpniutio ns looked to profoulonal communicaton for coun- sel on rebuilding relationships with the publics upon whom lhei.r survival depended.

Ptt.opl~ 'tt'f'ik ~ el!W/ prvy,n for rimoa ofJ.loJayu,, tllrlinr,Jli/1111 »oin 111/ll Ubnuy, lwantan Alhanw, Mol«)••iCJ.

4 c11Anaa I r,,,.motion~ ip-huildingqproodtlommmuniratio,a

FinaJJy, leaders in all lrinm of organizati0tu began to recognize the nttd for an inlegn,lcd approach Lo communication lo build - or rebuild - relationships key lo an o.rganiz:ation's ruttcss. By 2014, n,search showed Lhat business held the truJI advantagr over government and was expected to lead the way in helping government e1tablish and maintain an appropriate regulatory envi.ronment (Edelman. 2018). By 2016, trust in all {our institutions measured - busines5, gO\lemment, nongov,,m- mental organizations (NGOs) and media - reached ltll hlghat lc,,.,ol since the Great Recession of 2008. T rust in business had the largest jump in trust, putting ii in a prlroo position to lead In cementing public trust in oociety's lrutltullona.

But by 2018. lrust in the four ilutitutioru did not just erode, ii imploded. partic- ularly in the U.S., which prru,ffd the lowest trust le-,ol among the 28 international mark.ell! meuured. According to CEO Richard Edelman, we are now in "an unprec-e• dented crisis of trust" in the U.S., and in many other glob:il Dlllk.ets.

Al Golin was a respttted Hnior public relations professional and founder of

Most trusted ffOUps

ColinH:arris.. :m inte:rna:tion.:al communications firm

with ollices in 34 countries. 1n 2004, he pub.lhhed " significant book. "Trull o.r ConRquences," in which he WT'Ole about his d«ades-long career as a counselor to CEOs or major corporat loru Intimately Involved In building relationships with their publics. He asserted that tnlJII Is the key demenl o{ stro.ng robtloruhlps and the o nly way lo ensure organizaUonal rucceu in 1hr long run. Golln's results with CEOs were mixed. Many, like RIiy Kroc of McDonald's, followed his advice. making regular drposits in the "trust b:mk'" and reap- ing significant benefits over the long term. Others disregarded his counsel in M't>r of short-term gains, leaving them ill-prepared and at risk wbe_n crises hit

Ironically, the =nt crisis of'trust In all or society's institutions is occurring in a time of great l'C"Onomic pro,iperity. II Is not linked to any natural dbuter or pre11- ing economic issue_ For the last 18 years. Edelrruan. one or the world's large11 public relations firms. haJ conducted an annual global survey of public trust in institutions. In 2018, °",erall trust among the informed public in the US. plunged 23 points to 4S percent, led by a decline in trust in government of 30 points lo 33 percent - the largest trust decllne in the history or the Eck,Jman Trust Barometer (see F igure I.I). Respondents said Lhat government is the most broken institution in the U.S. (59 per- cent). Trust in busineu. media .and NGOs in the U.S. also had signll\cant decn,ases.

Al the same tim<'. trust in China ,oan,d. led by an increase or trust in government to 89 pereenl or the informed public. The strengthened trust level in China puts ii at the top or the gl.obal trust index, accompanied by India, Indonesia, Uniled Arab Emil'2tes 1nd Singapore. South Ko.rea also K'Ored higher trust levels underscoring the trend of strengthened Asian markets.

The 2018 survey also shows a reversal in the declining credJl,ility of CEOs. CEO credibility rtlR SCV1en points to 4-1 penent Business is now expected to be a cbllnge agent u publics say building truJt Is now the primAry re1pon1t1oility of CEO,. even more important Lhan producing high-quality products and se.rvices.

CIIAPTD 1 Th,, nlation,h;p-1,ut'Jdfflg approodt lo communimtiom

Fl1ura 1.1 Edelman Trust Barometer t.lmellne

hll.ttlM atlebrlty CEO - NOftSOWmnwntal "'iininlions appro;ich p.uity in Ufllibility with busi• ness ;iind pemment

lNSt In buslMSS ~nes in the ;iiftfl4

m.ith of 9/11.

Shift in credlWUty - ·A p•~ llu m•• tmt'll!d i5 lht mMt credible spompe,son In th• U.S . .ind in the top thn!I! !ilob.illy. TNst in employees WiS Sil"ific.intly

hlghtr thin In CEOs.

Tn1stl1-anH-• tilil 1111• al busmou - TNst • nd tr.Jnjpi'1!ncy became .is vibl to• comp•nv·s '1!1)<1t.ition

u quality of its prod- ucts and wrvltH.

lusfneu I■ load tht llltbtlt for chanro - BuslMU held the tNSt idvonlii1! .,.., 1ov1mmtn1 in lhe m,1Jority of m.iriu1s. NCOs wt!rt <tlll the mon IJusttd ln.sti- tutfon. The public txptcted busl-s

to e~!l" in d-i- opint and supportint rqugtions .iloff1S~ IOV1'fflffltnt.

Tllo l>Mtlt fo, l rulh - TN<t in the U.S. sufftred lht lM!f· est__,•fffonled drop driwn by • Sti!fitrin!f lxlc of filth in !fOV· emment. TNst among the informtd public was the lowest of the 28 m.ilbts suMytd. beow even Russ:lii iind South Africa.

2004 2001

2002 200,

Clolwol l!tlll tlltp,ttlty - Althouth INst In busl· nus and 11awrnm•nt incrustd i40b.illy, major U.S. comp;iinies in Europt and Asl•

suffered from loss of wst wllilt European

~nd Asi"in comp;iiniu within tht U. S. contln• ued 10 flourish.

You,. tnfluMOn have ....,.1JU11 le

~-• - Younpr t lltu 125·34) Wfff mo'1! IIUsti"!I of virtu•lly rvory sourct of informiition on ii company comf)¥ed with olc!Rr efitts (35- .,..). Tru<t in Chines,

companin '1!Uhed on ali-tlmolow.

2 012

2010

,.II of 1ovunmen1 - With m.iny countrits btln1 pl"!ued with fin.incl.ii cri .. s , tNst

in !i<1Vf1nment r.ipidly docllntd. Mo<t coun• tries surveyed don't

tN<t 1ovemmtnl to do wh• I Is rithL

201,

2014

C,ew1n1 IMqu>ltty of tNJl - Tru<t in ;ill •ru, .i1 iu hl!ihest ""'"' sine• the Cr1!ot Rta!:ssion. Business

rectived the l•l!f•t inaE1se in trust. A

trowin!i tru<t dis parity put business in a new sltu• tlon of Str1!.ft!ith tr.inslatifl1 to • n opportunity to mend the trust dividt.

In contrast to prior years that saw "a person like me• or peers :as the most trust.eel inllumtial. 2018 found a revival in rel.lance on ltth.nical and academic experts as opinion leaders (see Figure L2). Thu revival 5eenu lo stem from the sharp dedine oi lrust in media - both platfoans and soun:es.. Foe the first time, media is the least trusted institution globally.

These data have huge implications for communicating with today's publics. Formal opinion leaden (e'XJ'l'ru) ha.., regained their lend poaltion u thoR moll trustrd. Informal opinion leade.n (pttn) 11UI haw an inOuenc., with a lrwt score ol 54 percent. Biogs and bloggen • •ith consldenhle followers can 1tlll hold sway ewt,:r a public on many luu,... If they are ..,.,nu topic al ~pert. or rely on experts In their posts. Employers have llso emerged as important inOuenlials with 72 percent

2011

I Clf.A."U 1 71w rrlatffln1hip-b1111dint1 .,,,,,roodl lo communic:atiom

Fi1ure 1.2

saying they tnttt t belr own company. and 63 perttnt saying a company Clll\ improve, It, community', ttanomlc and 10elal corulltioiu while •till growing profit&.

Voices of .authority re1;ain credibllity

~~•nt who .-.1, uch spokffpuson H .. rv/ ntr1!mtly cr1!dlblt, •nd ch•"I" 2017-20l8

+3 +1

.., ... u ... '"- :> ... > ... J C ... • 0 :; ... ;; ... - "' C CZ.,. ::, , ... .. .,, ~r :I "' ... ~ - ... > 1k I > • i= V ae :; I~ ... Q. "' .. ... .,, J 0 .. C ·- a ,c Z :::,C ...... ... . ., ,r; ... C "' r I: ,. a z :: f ... .. ii z ~ .., ~!• :I • II :• C ..... ~ ... ... :i: :::, • 2. ! .. ~ .. I .. 5-l'nt»u~n-...•~ •

Con1istent with media now being the leut tnttted i n1titution worldwide. neuly seven in JO v.-ony about false information or " fala, news" being used as a weapon. Communicator, nttd to recognize that people define media u both con• tent and platforms. 1n contrast to previous years when trust in social media was on the rile. trust 1.n 1carch engines and IOdal media pl■tform1 hu dccrcued in 21 of the 28 countries studied. with the steepest decline coming in the U.S. I n con- trall, tru1t In journalllm 11 rebounding. It t. more tru,tcd •• a new, 110urcc (59 percent) than 10eW mcdla plalform• (51 percent). Still. 65 percent rcceiw, newt through platforms (e.g.. social mcdl• feeds, ""arch or newt app,), Bui akeptlclsm about new, org,tniutlona bJlJ rcsultcd In • disengaged publlc - 60 l"'rccnt con• sumc news less than once a week. Fully 63 percent say the average penon cannot tell good journalism [rom rumor or lies. and the public believes media has fallcd in its uy responst'biliti.,, to guard the quality of information. educate on important Issues and provide infonruition to help p,,ople make good life decisions. As a result. people uy they don't know what is true,, whk h politiciana to ITUII or which com• p;uues or branch to trusL

CILUTI8 I ffwnlat.ioruhip-buildingapproodtlommmunicatiam 1

To N!\'Use this tttnd and heal the trust breach. Edelman asseru 1h41 eac_h institu• tlon mUJt fulfill illl truat -buildlng mandat.ea identlikd u:

__,_ Gusa m!

• Protttt privacy • Orn,: ea>nomlc pro1p..-rity • Drive ea>nomlc prosperity • lm:estigate corruption • Provide jobs and tminlng • Protect the poor

.,,,....,at a w■Ml orr,aniza.tlo,u Me6, • Prot.ect the poor • Guard information quality • c..u out abuses or power • Educate. inform and entertain • c.~uteaaena.eo(community • Protect p rivacy

Ln,:raging the array of available mN!ia maltN ii euier for public, to engage in discourse and inereaaea the number of times indmvidullh are exposed ton 1tory. We know this an enhance trUJt as peop.le oncn need to hear thinp multiple tlmi,1 before acttpting and believing. But the latest research malte1 it clear that the mea• sages need to be factual and come £rom sources people trust lo be credible.

Tnut b<,comea actionablu whe n It it built on a foundation or honelly and open• oess.11 must perme2te the entire organization from the tOP executives to fro nt-line support and sen,ia, employees. Increasingly, it is bttoming the responsibility o( companies and communicaton to ensure trust goes beyond the org.mization to the communities strategic to the organization·• survival

An interrated approach Public relations schobts have been researching .and ad\,"OCating relationu.lp bulldlas for years. Rathrr than being Cragmentrd by key publics u or ganir.utional functions have been in t he p:IJI, we, recommend an integrated approach to rrach all publics and stalteholdcrs for the organization to 'thrive m"Cr the long term .. The Importance, and role, of trust-baaed relationship bui.Wing an, rooted in public rela- tions research and practice.

When .,.bllc ftlatlou "mergrd from the jourruillsm proreuion aa preu rep- resentation for corporations in the early 1900s, the [Pllblic relations couruelor was positioned as a key adviser to the CEO. Over time, that status was lost to attorneys and accountants because the P R profession was unable to demonstnate a concrete contribution to the bottom line. Even when business entered an era or keen market competition for products and services where communication now plays a primary role in sales. rebtlonship building was sern as unimportanL

For the, lut three, decades. public relations prolruionals have been waging a bat• tie to regain a mategic role, Part o( that effort ia ■ strong empluuis on re•earch and rvaluatioo lo jUJUfy communication efforts in tcnns of thrir spc,cillc bencllts lo the aa,ompliahmcnt or the organimUonal minion. Another rmc,rging value to orpni• zations ia the ability of public relations practitioners to manage issues that affed on orpnlution'• focUJ on its primary bUJin<-11.

Corporate management is recognizing lhr ability ol communicators to manage ttrtain orpnlzatlorual issues that do not respond to tr.adltional ea>nomic and bUJl- nen principles and practices (Wilson. 1996; Wilson. 1994a and 1994b). A• a result of the crisis oC trust. ""' have finally demonstnated the bottom-line impact of building

&'8 n,~aTl""'ll'H'ltt ........ A .-tum to IN roots of human communic- and peltUHlon that fOWY1 on personal bUst and mutu.il coopuwon.

~ t"UIM.1( HLilTNHU 5tratqically man~ communication to build .-1atlonshlP1 and lnflutnct ~ ..

I CHAPTD l 11wrrlatfontJrip-ltuiltb'ngapproodt 1arommuniralion1

TIPS FROM THE PROS Strate1lc communications ............ .._,..._,u,a,...,c...ia1~,,_MSA.......,..,_.,_.._.. ..__, ........ Sodltty" ... ,_dar_,ti.~AIIIMcllr.,_.k ............ C_........, Ne a 1,-,..,_.,, •• ..., 1o ... - e1a1ma11c-m_._ 11 n.t.'s IJNt rwws on stratetlc communk 11lons: It's toffll llob• I n sodal with the potffltlal to posltlwly Impact virtually all Institutions H well n •Slllrlnt stmoti< ,ommunkatlons p,ofesslonals.

- Off, st,...lc communlcat .,.,. ..,,..,_~ - bulld"'I re<lprool relotiOftshi!K NSed on t....t, o«ount>blllty, trlnSpMon<y, othicll l»havlor and sym,netrlal """munltatlon - - lncrusintlv 11@11111ppllod around the world to lddn!ss INflV ,_ sukehoklers.

A full description ottheso epic mnds would miui,. Sl!W!ral volumes, but a w,y top-line sumfTlilry may be lnstn,rtlw:

l Publk ,.latlons - l.1 .. stratati< a,mmunlcatloftl - Is now a tlobll p,ofuilcln. It 1,u prown p<otHn, ad1ptablt ID a wide "'"II of economic, polititll and cultural systems and tl'lditlons. In my Clobal AllianCI servlc1. 1 h- -• II function su«usfully In some 20 toU11t1i<ts 511annln1 the tlobot, It Is belftt applied In support of or1anlu • tloMI obfe<tlvH ran1lnt lrom nwk1tl"1 and ln11rn1I communications to lf!Vfftof ,.11,tons ind publk 11fain.

2. Afllr de<ldei of IVOlutlon. ·sustalna blt dawlopme,11," aka "corporate soclal rnponslblllty." Is now morphlnt hom qunl·phlllnthropy to I ll'Uly lnteer,ted. hlth•p<lority commlnn.nt ID help IChieYe Oflinlmlonal (rTlillnly business) objtctiws while lddlMSint socioty's mx,o challe~ . Its many elamtnts ranee from p~;.,. .,,.,;ronmenul/enern policies to =-l•ted mnetine.

These wmlnal developments p,esent unp,Ktelfflted oppo,tunltles lot the Inclusion of stralJltl< communlu llons at the hilho'st lewls of m•Mt•nwnt. Prudent practitioners will bear in mind - and manifet - the famous ep""'" ol pulllls,,.,•phllanthroplst W1lt1< Annlnhlf'I: "Ewfy human 1dvanc1ment Of IWIBal ,an bl understood lhrouth CO<M>unicatlon:

~ •~aaT*~ fU'\CTIOlit

On• thll contributes slsnificantly to tlM 1«ompllshm.nt of , n ortanitatlon's mission

and toals.

strong rdatlonshlps with pubUe1. And w., h.,n.,, Ju.tll\t'CI our argumont that ultimate organiZlltional survival depends upon building nebtionships over the long term.

What does it mean t.n hP .. ~tr-:it.e:u1'ir?''

In this clulpter. wo, l ntrodue<! the strato,gic planning and communications process tha t drives th.. tactial dc,elslons madr by communications profouionab. But lin1 . we mu.I undentand what It means to be a stratcck ftulction.

C 11,APTI A 1 11w rrlatiorulsip-hu11'1,'n11 approach lo mmmunka#om I

Very simply, stnategy b a ,...,U-coordinated appr oach to reaching an °""rail goal. In nilllta,y stnat<gy. the °""raU goal may be to captun, • town. The strategy 11 the coordinated effort or all units to acbie.... that goal Each unlt bas its lperific rune• tion lo that end_ When an org,utlmtion ,.,ls a particular goal In rupporl of Its miJ. sion. strategy serves to integrate the efforts or all department, lo ad>ieve the goal Communlcationsisstrategic-..-benitaidsinformulatingtbeorganization'sapproacb to accomplishing overall goo.ls and then supports those efforts in a coordinated and consistent manner. working in COnct'rt with all other organizational entities.

To ell'ectively Function In that role, requltts solid reRllJ"Cb that driv..s decl• sion-maldng. II requires vision or a long-term, nalhe.r than short-h,rm. mentality. Strategic fun s-tionlng neccnitatcs a broad pc,rspective o r the o rganiutlonal envi- ronm,o_nt and all contributing memlM,n. It dem1tnda l nclsiw unckrstandlng or the o rganizatio nal minion and the goals that directly support the accomplishment of that mlasion. II requires all our efforts to be rHH.tth-bued.

Finally. str.ategic functionin g means that the communications and marketing elforu are driven by an understanding o r the organlutlon and whue communlCll- tions fits and coordinates with all other organizational functions. Smtegic manag- ers are analytical, pn,gmatic. visionary and perspicacious.

The developn1ent of con1n1unications and PR r. • ·nr•t -inn . C lnACC Business organl%atlons began giving serioua attention to communication with publics in the early 1900s. Journalists began serving as press agents and publicists for major corporations such as Ford Motors and AT&T. By midcentury, public relatio ns practitioners ,...,re o rganizational counselors. They responded to t:ra• ditional American business management practices by manipulating the organi- zatio n's environment. o n entimcs in way, that might now be considered ethically questionable. By the 19601. conflicts over issue• important to kry o rpnizlltlo nnl public, gave birth lo criala wes •-• u a key function of communlcator1. R:ather than juat n,acllng to crisu. good mannger• began to antlcipat" probl"ms and mediate them before they could aJ!'ect the orgnnizatlo n', environment and prolltablllty. and luvc .....,_,.t wu born u n lo ng-term approach lo ldroti- fying and resolving issues.

The vrry concept of issue mnnagcmenl Ill .....U Into lr.tditio nal American bwi- neu manageme nt techniques. based almost entirely on econom ic principles. Nevertheless, thert! was ob\ious conlllct between the long-term nature of issue management and the short-term profit o rientation of American businesses. Further . there was a more critical cooftict brlween the self-interested natber than public-in- lercsted approach of American buslncsset and the publics who were beginning to demand accountability.

In spite o( the conflict. issue management technique, bc,came popular in bwi- nen communic:ations practltt and pw, birth to the ro le o r communication in lltra· leek m--,c...,nt. Thu m,o_ant evalW1ting all proposed xtlon through a focua o n

~ AUfiAr!M wHI When dec:iiion-m»ci."I

In tht plannl"!I and lmplemenution PfOCtiS is based on the acquisition. Int erpret-atlon and appliution of ,.1evan11x1:s.

g-g CS:OtSlf ~ A ,I ... T The process of anticipatint and proparint to nwdiatt problems th~ could aftl!ct an o~arilltion's emnronment and SUttHS.

~ p.,j f !;IA A(;UU 4T A ton1·ttrm ilPPJOadl to ldent.ifvint and resoMnt lnun twfor. tMy bKOIM problems or crises.

m STllAn~lt .. A.foCC C T The process of ev.oha tin1 all propowd Ktions by focusint on "'!•niutionai 1oais, usually defined In shorHtrm conu lbutions 10 the bottom line.

• CUA..PTU I T1w. rwlalian,hir,•bui1d;ng approod, lo mmmun(mliot11

organizational gOll!s. usually di,fined in short-term contributions to the bottom line. Evc,n though issues must be identlfied far in advance to be dectlvely medlatl!d. as depicted in Hamsworth·s issue cycle (1990). the purpose is to save the organization future clJJlirulty, not to address the nel!ds of n.-gaoizational publics because they are intrinsically nlued. This focus brought communic:aton sqwarely into the camp of purely economiailly-based, rationalist business management

It Is not surprising that organiz.ational communications ended up here. Throughout its hi.story. public relations and business communications rurw consis- tcnt.ly mov,,d •-Y rrom a "relations" orientation. E,-cn with all our technological advances. - haw IM,cn slow to recognw, the limitations or mus communication and mus media. We resisted• ahin Crom using mus media t.o more targeted media. which m<eans we ha.-e not bttn ac:ceuing appropriate musage channels to reach many of our publics. Some still tend lo see publics as an inert IDJISS, hypnotized by mus m...tia. mindlessly absorbing messages and acting on them. The dynamic emer- gence of social media, however, has forever ~tered the bndsc:ape as use·rs custom- ize all sources of in!ormatioo and selecti,-,,ly choose their engagement The latest research and man adoption of social ml!dia should convince prnctit'lonen o{ t he need to carefully understand and strategically target publics.

Partially u a reaction to too economic (bo4tom-llne) orientation or 1tntegic man· age_ment and partwly u • result of intnnational trenda in busineu, some_ scholan In the 19909 all.empted to ahlfl the focm of public relation, to rcbaUonship building (Creedon. 1991; Kruckeberg and Starck. 1988: Wilson. 1996 and 2001; Ledingham and Bruning,2000).

Scholan and prxtitionen have returned to the roots o r human communication and persmsion in devising approaches that build more personal relationships based on trust and coopeDtion. We must view segmenting and penonalizing communica• tlon as a more viable approach to publics than mass communication.

Five trenda in sodrty should have led us lo our roou lo communlcatloo and relation- ships long ago.

The flnt trend is increasingly segmented publics requiring alternatives lo traditional media channels fo1· the dissemination or mcuages. TV pr ovides a clear example. Less than half the population watches television shows live. That number drops even lower when looking spccifically at miUcnniuls. Technology ha.s made it easier and euier to choose wh.-n and what you want lo view. Sitting down every Wednesday at ?p.m. to catch a newepiaodeorNBC's"Chicugo Med" is almost laughable. A la11e portion o r "Chicago Med" viewen probably don't ev,,n know when it airs.

In ract. our rhidy of audience hu Indicated that rven within the groups seg• mented by dcmograph.ia and psychographics, we find smaller segments which have been balM,led interpretive communities (Lindloll 1988) because or dilrerences among them in theWllys they receive, interpret and:ar:l upon messages. These shared interest groups are evidenced oow in the user communities fostered through inter- net channels, particularly social media.

CIIAl"TEI l 1',,rl'ft4tiom/t;,,..l,11i/dingapproaclttommmunkaJ;o,. ft

The ll«Ond t rend Is dnunatlcally esabting social problem.• that no longer lllfect only {rinj!r or mal'1!1nAll2rd groups In sodety. The productivity of the work (om, I• seriowily jeopardized by problems affecting romilies such u drug abu.e, physicol abu.e. gun v!oleoce, gangs. teen pregnancy and the declining quality of education. When such problems begin lo aflttt the work fotte they threaten productivity and pro6ts and must be addressed.

The thlrd trend is an increaRCI n,llance on organizational communicators to establish relationships with publics to mediate issues. T he business environment bu become lncreu!ngly burdened with social lnue1 and pr oblems that corpora• tion1 how failed to control using lntditional mana gemen t techniques. Companies are forming aUllnce1 with ,-ommunities. governments and special Interest groups to addreu 1ucletal p roblems. TIIHe actlon1 ore osl en1lbly i n the name of social n,sponsibility. but a more, :accunate justification of the establishment of cooper• alive effort• is probably that corporatioM have been unable lo aolw those prob- lems unilater:a.Uy.

The fourth trend leading us lo a relatloDJbip-based approach to business man- agement and communications i1 that business entities in the US. now face a more tmo..iedgeable and business-savvy public that demands corporate commitment of resources lo solve the problems affecting th e community u ...,u as emplO)'ttS and their families. In fact. some would say that t he p ublic understands j ust enough about t he operation of business to be dangerous. They are aware of corporatt' profitl, although not always cognizant of net profi tl venus grou n,ven urs. and they apply pressure, ror orga.nl.zations lo use their resources In socially n,sponslblo, ways.

Th<! fifth trend requiring mutually bendklal rolatlonoblps with our publics 11 tht'ir previously mt'ntloned control o,,,er ""'"'" to information. Whereas limited channela of mus mt!dia previously plllC'NI control of information In the handt ohhe organization, the prolifenationof social and d igital media hu put much more, control In thr handt of users.

Withholding information In today's technological society is virtually imposstl>le. Controlling Information or thr •spin" on Information is also unlikely when publics ha,,e many sources from which to ,-alidatr and source information. This mms ala· batarmation and dlsinCoraadoa from external sources a oignificml mocem for organlzation1. Building lrust•based relationohips with p ublics is the only approach that result. in 1uslain,-d Cl"C!dibility.

EISentially. then. we In communications and mAl'uUng must think of our pub- lics In trrms of 1tralt'gic communitia Wlilon (1996 and 2001) contend. we, must a pproach our publics u atralqClc, coopenti- co.mmanlties, focusing on relation• ablp· buccl lnlt'mctlon among all memben of a com munity lo achleve Individual and collective goail.

Building relationships u71th "l' t~l il"c From t he synthesis of the business•bascd stnalcgic management approach to pub• lic relationo and lhc alrat~lc coop,,nativ,, communltin' model, fiv,, characteristlc1 emerge lo typify organizations openating within this style of management.

g:g Mls..4f'N..,Af!Otl lnlannation thalt Is unintention• lly i~ or mlsludi"!I.

lnform• tlon thalt ts lntontlonatly lnactuntt or mlslH dint,

gg S T1lA TE~lt COOPE•Ar- CCl ... HIH'llTllS Relitlonshlp•.,.,_td lnttnction • ""'"I all rnembe,. of • community to achlwe lndMduil • nd collective ~Is.

1l C H.A.PTO 1 1'N-rrlarlrmJr(p•bur1d,'ng~tommmunicalWn•

• •

MINI CISE Tartet I Can shoppers trust Tartet'? BACK STORY As T">,...I cu,1orrwn madt pur·

dlUH on tlll l:luslHI shoppln1 day al the yHr - Black Friday 2013 - llnle did they know tl>elr ct..iit/dtblt nnl inhlrmatlon WH bein1 stolen. In what w;n the

second-~ data bruch In U.S. hlstOfV, Tifl"I later dlsclostd tM

mo~ than 40 million custom- ers' card detalli - namu, card numbers, ltXjlilfflOn datH and

CW w rlflution codu - had l>Nn stolln by (lblf lttlCU<S.

It took rarp« se\/lfal wffks to ackMWlldtt its <yitlm h., bffn haclc.td despite wver-.1 t hrnt alem from 1h1 company'• own secuti1y softwa,e. More than !WO morwhs afttr t he ori1lnal lncidfflt. Ta..-t c,~ts ,,,uled th.it an additmnal 70 million customers'

personal Information had .also bun compomisl!d. The Incident

sewlW!y dlma!l!ld Tl!Jlt's l l'l)U• tat ion 1nd dissolved much of the

trust 11 had built°"" the YHt S.

KEY FACTS Thi huklrs uJtd polnt-of•ale m•are to lmm1dlat11V tr1nsftr persorul data H custom.n _,. ch«klns out in,_. thin 1,700 TOlJot st.,,., bt!i-en Naor. Tl and Dec. 15' In addition to credit cud Information, ~ also obtl!Md customers' natMS and phone numbers as Wiil u home and tmilll addrenes.

• TillJK issued its ftrst ,_. !@lease about the incident more th•n three -'cs .tie, the initial breach. Thi security bruch was ewntuilllty trued 10 1 c.riminal .,oup in hstern Europe. F,audulent ch•~ appured on ilbout thru million cr!Odit and debit Glnls. as• result of information stolen

from Ta'lft- r...-t t.ic!Od more than 40 lawsuits as -u ill an FTC lnwstl1atlon.

Ho._., wovf4 you rdpond?

CUA."&■ l 1'hirrrlat.iomlt;p..bulldingapproaclttommmunimhonJ U

TARC.ET'S STRATEC.Y fl 'ltL 1ltho111h s:tlll UIISUl't of th<t ful l e:cunt of the lnclcltnt. ;ack,-tedl'ld lhe d1t• tw-h on Otc. 19, 2013. The compmy lnfonnfd a,stnmers of the Eions it was uklna to addrHs the~ Hsllffll them th.t • ful I-Cation WU txln1 pllct I nd pllMded I comprthensiw web P~I• ollt!,,n1 resources 111d daily updatH rwQ!td to the brtlC,h. Customers...,,. also pnwided wilb updiltfi ind information lb~h emilil FICJ!boolt a nd TwitteL Copies of T~s offlNI tm1II communiotio,,s __, poSllld online so customers could VJlldlt1! the 1Uthentkity of tht em1ils.

To IHICOU~ customer SPffldffll and foster l')Odwlll. T.-pt a nnourced 011 O.C. 20 that lh•v would bl! a/mini ;on tmployN discount to al ln•ttOl't shopJ»fS on Otc. 21 and 22. 'llwy a lso pn,,,lcltd • yor's ,_ crtdjt ,,_1tonn1 fo, all afhcttd customtr,i.

Alo"I with hlrtn1 • MW chief lnfonnatlon offlu~ T•rtet IJl!tan a seafdl for• newtv-crtattd chief Information s«uril'/ offietr ind • MW chiaf comptia rct offlur. T1ttt1 alr;o announced t hat It would s pand upwards of SIOO million t o up1r1clt PllV'"tnt t erminlls to ICCept the mort SKUl't Chip-1no-PIN urds.

RESULTS

• T•r!'Jt's online and in-stan, shoppmll traffic hit • three-yelll low folkMillfl !be brnch - only D percent of U.~ households shopped at TanJl!t In J•nuillV 2014 compartd t o 43 pertent ln J111u.,.y 2013. The cvt,e,att.ack has already r:mt the r2tlliler at least S61 milllon. Founh-quamr 2013 p,ofits Id 46 percent to SS20 million from S960 million In 2012. ln 2017, l•~ officials said the company would p;iv $18.5 million in • muftkute s ettlem•nt. tht! ll!Jftl data btelCh stttl..,..tnt .,,.,,

Sl'tould anti t ou/d thry how.- donfi ff'fOff to ,~Din ru1totntn' trust?

LINKS hnps://- .uutod;av.com/ storv/ monev/ 2017/0S/2l/torttt•pav-11sm-2013-dar ... 11.-ach-afftctl!d-consum- m/102063932/

The ftnt cluaract c,ristk is lo ng-range vision. Rathe r than selecting key publics and critical issues by their immediate effect on the org;utlzation. companies identify all potential o rganiutlo nal publics and sy,tc,mntkally c,rtabllsh relat ionships. They are wing t heir relatioru;hips to identify the luues tbnt wiU be critical in the next c,,ntury. not JU$! the, next d ecade. They luave a retpecl for people and work tOWlll'd a COnRMU$ for octlon.

The RCOnd is a commibnent to community. not just to prolil Companies lnvol\-W In the community are o f\c,n lc,d by a CEO who is peNonally committed to charitabk work. Commitment at this high level gives the organization's rommunity lnvolvcmenl strength and Integrity beausc, it is ba1ed on a slnc:rrc, desire t o scerve rather than lo manipulat.c for the sake of profit alo ne. It is understood tluat wluat ii good for or improves the community almost always benefits the company as well

The third clulractcristic. underlying this community commitment. is an o rgani• zational value orientation Pmphasizing the im.po.rtan.ce o( people. Progressive poli- des and Initiatives hued on trust o( and respect for cmplo)'t,el are usually evidence o( a pc,ople-first orientation. H uman dignity Is highly valued. and polidt-s and proce- dure• arc, cleslgn,'Cl acronllngJy.

The fourth characteristic is rooperative problem -solving. The, company val- ues employees who will work together to solve probl.crru. Employees are given the

'M CIIAPTD I 71,r, l'ftationdtip-bwUJ;n11 approarll to mmmun{eatian,

~ •ll"...!.Y9oC-'\L ~EH A p,o<HS In wt,ld, action In Heh stop is -.nined by the lnfon...tlon acquired •nd dedsions made in pmriou, sttps.

latitude to design and implement solutions within their work arc a,, rclying on man• 1111cmcnt to provldr an overall vision. tn such an rnvlronmrnt. employers an, not afraid to make a mistake because management understands that miltakes a.re indk• atlve of an e:lfoJt lo progreulvely solve problems.

Lutly. the fifth characteristic is that such organization, build relationships with all their publics based on mutual respect. trust and hwruu, dignity - oot just on self-intcruted pin. These rclaUonships engcndrr an environment in wblch com• munity mrmbrrs .....,I,; solutions where all p:uticipants win. The community begins lo look out for the best Interests oC the organization brcause It is in the community's beat intrrest for tb., organi2atlon to thrive.

Relatlonsblps with an organlutlon's publics are basc,d on critical values that huvr litt le to do with profit mol.lvaliun. The valurs oC service, respect und concern

Cor community arc at the base oC the relationships we e1tablish with peoplr. This i• evidenced in a 2017 Callup p oll. listing nurse. :as the mo,t honed :ond eth- 1<-ru professionals (see F igure 1.3). Whether we build a relationship with an individual. or with an individ• u.al representing an organization, does not change the fact that the strength of the association is determined by the salience of shred values that place a priority on people.

It is important lo oolr that durable relationships are not Cl'C!llled out of raUonallJt. bottom-Unc busl• 0011 man11gemcnt ttthniqur-. They arr crcatcd and strengthened through mutual trust. respect. cooper-a• Lion and bencl!L Trwt IJ based on honest communic,i- tion and is a prerequisite oC cooperative relationships u well as a tangible result.

The Strategic (

.. . . An1 n111 n,l"~tuu-a

Now Lhat we bav,, csllthl11hed 11 strnt~ic role for communication, in dC!\..,loping relationships. • .., an, able to implrment the planning and communication that wiU accomplish 1pttiJlc objttti- nnd !. targeted at pubtJcs immediately important to the organwtion. lf we have worked to identify and assess our strategic relatimulrips. the a,lect.lon ol ltry publics for any particular communlcatlons or 11W'ki,ting rff'ort will be simplified and much more accurate We have leucbanceoC omitting a critical public, and '""" know more about all of our publics. Part of our research is already done. We are aha better prepared to send messages brcause our relationships with organizational publics have been maintained and strengthened in our overall approac.b to markrting and communi,-allon.

A stratrgic, aaalytlcal approach to an organization's communic,ition is abso- luldy requisite. Public relatlo1u ha, WJ<.-d the four•sti,p RACE model - research. action planning. communication and rvaluation - but malting that proceu truly analytical. so that each step is determined by the information • ~-quired and decisions

C IIA PTX ll l Tltrrda tK1tu lup-bufld,,w approaffl t a mmtnunK"Ottom 11

Flcure 1.3 The most honest/ ethical profes sions

The results al this poll show the p..ant;,g• of =pandents thilt camldeltil people In th••• diffemit fields ta be honest a nd e t hical.

llllllhS

MIUTAAY OFFICEJIS

Y&Ottc "-AC

MEDICAL DOCTOIIIS

- ar POLICE

OFFIC£AS

.....c:: )UDC£S

u.u ' AUTO

MECHAN ICS

BAN KEAS

~"l KPMTEIK

LOCAi. OFFJUHOLDUI S

STATE OFFIClHOLO[IIS

l ,,_.

I USI NESS lxtCUTIVES

NAC~I MEMliERS OF

CONGRESS CAttMU"

11£l)ll'I...

LDIIYISTS

l 3 2"/o l 26 %

7 25 "/o 7 25 "/o

] 24 %

1 23%

I 19% l 18"/o

l 1,"lo l 12"/o l 11 "1o

1 10"/o

1 8 "lo

l B 2"/o 1 71 %

7 ,,"lo

l 65 % 7 6 2"/o

l s6% 1 46 %

1 43 "/o

1 4 2%

-...,on

11 CH.A.nil■ I n.,,.._Jatiorulri,p•bufldilfll~ tommmunication11

~ ltlATIC.tC co• "' ~.n1n-«Js PL.U. ll " An approxh to

communic.rtions pl~nint lh• t too,ses il<tions an th• oa:omplishfflfnt of a,pnintionol ~Is.

made in previous steps. is a challenge. l ncorporat.ing feedback d uring implementa• Lion and makln« n.,.,,Jl,d alteration• to en1ure 1UCX\Cll is even more difficult.

Eft'«-th-e practit:ionen are doing the kind, of research and measurement that helps lo make wise decisions. But doing 10 requir6 • framewo rk for applying what we have teamed through research.

It is not coough to discover the attitudes, values and beliefs of a segmented demographic public: = must interpret those in terms of the iuue or problem at hand and predict future behavior. Detennining that a publJc's self-interest regard- ing a certain iss11<e is the health and w"lfare of their dtildren is of no use unlns we tho,n formulate message, t h.at emphasize thr health and wdfare of the target public's dtildttlL ldrntlfying certain t:argeted media as the best chnnnels to deliver meuages lo a ae~nted public does us no good i(..., then 1hotgun the message through mau medu.

The 8 -Slrp Strategic Communicatio ns Matrix introduc-ed In this chapter. inspired in the early 19901 by the faculty at Brigham Young Uniwrrity in Prow. UT. wu designed lo dlrrct problcrn solving analytic:ally. using research to make dc,cl- 1ions in each strp ol communication planning and implementation. The matrix i• the tool ...., use throughout this book to support the atratrgk co-wdcatlaaa pl-'IIC p..-- and tho lmplem.,nlation or rffUltanl ptan.. Thu proc:eu !Mgiru with the identification of a problem or opportunity that sets the stage for baclt- ground research and a situation analysis basrd on the re$Carch. It outlines addi- tioiul research neeessary for decision- malting that will take plare in the planning and implrmmtatioo prores5"s.

The planningproc:eu then start,, with setting a goal that dirl'dly resolves the idem· tilled challrn.ge. This goal may or may not be a tangibk,, measurable outcome. You next ma--e forward lo determine objl.:tives - •pedfk and mea•urnble outcomes - that will cnsurc the accomplilh.mrnt of the goal. N<21 you will want to think cre- atiV'l!ly about a •big idea.• Thi, will be an """ran:hing strategy o r themr that will appeal lo all publics. Specific key publics arc then aelttted, messnge, detl'rmined and str:au,gjes and tactics designed to send lhosr messages. Cal.endaring, budgeting. implemrntatlon and rYllluation an, alJO addttsaed in a 1uu1egk wny, using resrarch as the foundation £or decuions in each step.

The Strategic Communications Matrix enables pro(eulonals in comm.unica• tion and marketing to address problems and ilisues of concern l.o organizations in a strategic way, in concert with the ovcrall organizational goals and objectives. It is enhanced by the understanding o r haa• each organizational public rorms a stnne- gic relationship. Planning is simplified because ol the nature and direction of the COOp<!rali•-e relationships alread y established, and implementation is made euiu because of establishrd channels of interaction and a predisposition on the part of the publics within cooperutlv,, communities l o gi,-e heed lo the organization's meuages.

C:11111 n,!l ru

The global community is in a crili• of lnat The crisil wu precipitated by societal inltitutions - business, govr.mlllL'Dl NG01 and mi,dia - ncglecting the relation- ships that arc key lo our success. A staggering decline in trust of gowmmenl has affected trust in the other three institutions leaving business and CEOs lo act as

OIIAP'T'llH I T'lw fffittiomlwp-lm{ld{ngapprvadt to cammuninltioru 11

change agents to regain public trust aaoss the board Strong. trusl•basNI relation- ships are crucial to long-term sUM'l'lll.

ln Lhe past 25 to 30 years. public: relations scholars and communication profes- sionals have been struggling to return the practice of the organization·• communica- tion to its strateg.ic role and function. Recognizing that we evolved away from. nather than toward, the stnato,gic counseling role we should be serving. ,..., ha\,e enm- ined our roots in communication as well u current trends in business. society and technology.

E.uc,ntlally. we are now In a better position than c,vcr In terms of driving rela- tionship building within orpnlzations. We mu1t systematically track tht! 1latU1 of those relationships to ensure appropriate allocation of reaourees aver the long term. Within th<- context of lhoae relationship•, we Clln more ell'ectiwly use tradltionlll aruuytical and strategic planning to sol,,, organizational problcnu.. The Strategic Communications Matrix provides one of the best tools available to approach all com.muniC3tions cha.Uenges :md opportunities within the trust-bas.ed rebtionship

framework of today's successful orpnizations.

I. Discu11 the corporations in your community and lhc national and intema• tional Issues they "'"" become act Ive In resolving. Why do you tbink they selected those particular !Slurs to address?

2. Select o ne or two local corporations actlw,ly doing business in your locality. Imagine younelf in the position of the corporate communications counselor and identify the strategic relationships of those organixations and assess the 1lalUJ of those rebitionships.

3.. Dtscuu what factors lu,v,, contributed to nur1es being the m""t honeat and ethical professionals today. What could be done to improve trust among PR pnactltloners?

• CUAn-&a I 11w rffatiomJrip-bu,1ding ~ ID mmmuniwtio,u

0-STEF STIIATEGI£ CDMMDNICITIONS MATml 1 UOGAO'INII

J. SfflllTICIII ANALYSIS

Planningbrgimwith al)'11them of primary and secondary rcsean:h. It provides backgr-owxlinformatlon on the lndmtry, extemal environment, orpnizatlon. product. ,ervice o r luue. It includes a 1tak.rholder analysis and ,egmrntation study that identifies cun'<'nl trench in opinion,, attitudes and behavion. Raource1 .uch u ataftlng. facilities and Int ervening pubUcs are aJao ldl'lltlllN.

Tbultuatlon analylllconallt1oftwoparap,,pbL The ftnt par,1graph 11 a atatement olthe curn,nl situation and a clescription of the challmge or opportunity baRd on n,,ean:h. The teeond .,..,..pb ldcntlllea potenlial dillicultiea that could impede 1ucx,eu.

J. Cal ...UN/ '!'be con, p.robleJQ/opportunity is a one-RJ1ter,c,e atatementof the main diffi. ~ cultyor prospect including likely consequenc.,es if not resolved or reallud.

4. GOAL AND DIJICTIVIS

The goal i1 a oni,-,entencc, 1lntcmcnt oflhc, m,erall n,1ult n<'eded to solve, the, problem or ,eiu the o pportunity. The, goal does not have to be quantified.

ioj0<1" Objttthu an, stJatemenu of 1pedfk n,sulu that lead lo achieving the goal. Objec,th,es must be specific. written, measurable. attainable, time-bound. cost consclouJ. efficient and miuion•dri~-.,n. Evaluation criteria and tools should be included in written objectives.. Key publics become obvious if objectives an, dear.

I . ■G NIU, ICI Y l'UIUCS. NISS,w;n, nllAllGII S AND TACTICS

A "big idea• ii a c n,atl\-., 1tratugy on which lo build your enlln.- campaign. It appeals bro:adly acrou all key publics. DcKribe your big idea in one ,enl.cna,. Then include n bullet forrach o( thc,,e three, components: Big idea 1lntegy. visual reprc1enta1lon and 1lopn/ huhtag.

Key publics include a description of each group that mu■t be reached to achiev.e U,., goal and objc,d:ives. Identify:

• Objectiveuccomplisbed by key publics • Demographics and ~hographic1 • Relationship with orpnization or ml.Ir • Opinion leaden • Motivatingself-interests • V'11blreommunicatlon channels

Plan 1pecific m"""!les. strategics and blctia for one public be-fore moving t o the oen public.

CIIAnKR l 1't#-rdatiomhip-l,u{ldlngappnxw.ltlommmunicaliom 11

..... Meuage design is public-specific and foeu5es on self-interests. Create a small number of primary and a larger number o( secondary meuages for each public.

Priaazy-ga are short summary statements similar to sound bites. Tbey identify a category of information and/ or communkal e what action you want a public to take. They also tie the desired action to a public's self-intcrcst(s).

Ste• 1tlay _...,,.,. are bulleted stat.cmcnts that give crcd[bWty to thc prl""")' meu:age with facu.. testimonials. enmplcs and stories. They provide the ethos. pathos and logos of persuasion.

!.tr Strategies identify what a public mun do to fulJIU an objl'Cllve and t be chan- nel(s) thro113h which messages will be ROI to motivate that 1clion. Multiple strategies m ay be required for each public.

Tac Tactics are the creative elements and tools used to deliver messages through specific channels. Several tactics are required to support each strategy. Examples arc ltory placements. YouTube videos. Twitter po.ts. special events, infogr,apbks, websites or biogs.

I . CAI.INIWI AND IUDGIT

7. IWLININTalm

Planning c:ilendars show when each tactic begins and ends and the relation• ship of publics and tactics to each otber In a lime continuum. Calo,ndan are orpni:r.ed by public and stt-ategy to show the work required. A Gantt chart is """CO mm ended.

Budgets are also organized by public and strategy. The budget proj«ts thc cost of each tactic. It also indicates where costs will be off1et by donat.ions or sponsocsbips. Subtotals are provided for each strategy and public.

Th<, campaign calendar la uJed to dlrcci I.be whole campaign. Implementa- tion wk llsll brnk tactics clown into eo.mponent law and help you lradt thcem to eomplctlon. The budget helps you manage a>11t1 eompattd with projections.

Quality control checklisll remind creaton and editors of eommon mi.stakes. Strategy briefs help to auurc lllctics arc aligned with stnteglea.

L EVALIIATIIIIII CIU1llllA AND TOCIU

Evaluation criteria a.re the desired results ellablished by and Included in the obj«tives.

Evaluation tools 11te the methodologies you use to gather the data. Thcae tools must be Included In the objeci.lvos and In the calendar and budgeL

• C:IIA-"D 1 flw~latlon1l,{p-buildif'flapproodttoC'.Offlm11m'mtion1

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Grurter.E.(2014).0ecipbcringtbe'l'ugetcbta~bowPOSsystcmsarecompro- mlsed.d«7'1'o<l!r. Retri.vl'd rmm http:/fw,rw.doctracla.rom/ blog/bld/368859/Dtti· pbcrin3-~Target-Data-Bn,ach- How•POS•Systems-an,-Compromis<,d

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Grunlg. J. E..& R.oppu. f. (1992). ·strategic """"'llemcnt. publla. and luu.,..· lnJ. E. Grunlg (ed.). Exttl/mc, In Pub/le Relation, and Communication ManafJ"m<nt (pp. ll7• 158). HfilsdaJ,,, NJ : Lawrence Erlbaum Assorwes.

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Hauuwortb. B. E. & Wilson. L J. (1992). Strategic progr.un planning. Pu.blic Relation, Rt!Virw. 18(1). 9- 15.

CII A"KR l 1"rrrla.tiotuhip-l,ufldingappmadrtacommunianionJ J1

Heath. R. L & Cowlno. K. R. (1990). IUUH mana~ment: Endo( lint dtt1Mk- prc,vtU rrport. Public R,lat/o,u Rw/N•. 16(1). 6- UL

Holli .. cr, S. (2016, SeptemMr 9). Feds will help officWly rttall Sam,ung Gabxy NOie ?. CNET. Retrieved Crom https:/fwww.CDd.rom/ncws/ rw-wilJ.fomwJy. r«"alJ-""'1• sung-plaxy•notc•?/

Hsu. T. (2014). Target CEO resigns as bJJoutCromdatabreachcon~ TiJnn. Retrk\.~ from http:/ /v,WW.btima.com/husinca/10•6 · targN-tto-20l40S06-story. html

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Kaiser. T. (2013). Targe! data breach compromises 40 mtlllon cuotomer crt<lit/ ~lt cards. Dailyfkh. Retrl"""'1 rmm bltp:/fwww.dallytcch.mm/Target • OalJl • Breach •Compro- mdcs.....,.O+ MHlian..Cu.ctames-CreditDcbit+-C4.rds/ a.rticle3396.1..htm

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/ PUBLIC INFORMAUON 4NII PERSUASIVE COMMUNICATION

''Public sentiment is everything. With public sentiment, nothing can/ail; without it, nothing can succeed"

-ABS.AIIAII LINCOLN

16T■ P&.&lla&HT OP T■S IJ IISIT&a ■TATSI

LEAR NJ NC IMPERATIVES

• To undor>und the role of public opinion •nd its Impact on SU(ttuful com....,nk.ttlon with an orpnlutlon·s publics.

• To uncle<stand the theory and principles und!N1yfnt persua• sion and how lo uw them lo chant• behavioc

• To unclrntand how to uw persuasivo appeal_.,

• To uncltntand the lttltlma tt role of ldw<KV In 1 ,.-,-m...i..t tconomy Ind lht tthlc• I n•ndards INI •PPlv 10 porsu• slw communk 11lon.

>I CRA.PTD2 Publiti1'/ormat,'onond~a:armuniatHon

~ Pl ,:.1u.l0 Oisserninilti"I information to appeal to, • thalnJt in attitudes. opinions ;and /or 11t....ior.

~mmtJWoplein• .-,kulor publk oxp,nJ about an inuo that afttcts them.

m Ar TIAII Coll«tion• ol btliok 011anirtd around an iuue or twnt thalt prtdlspose bthMOt,

s communic:ations professionals, we are in the public infoanation and persua- sion bwoineu. The ethical busi• or marketing and public roLatlons Ls in advocacy.

Advocacy is an essential 1DCietal value deeply rooted in the US. Constitution. Notice. for instantt, the citizen's right in the U.S. leg.al system to an altomey or "advocale.• T n our org;anmtional function ns advocates. ....., play a critial role in a democ:not ic society with a free markrtpLoce of ideas and a free market economy as we pto\lide information and advocate products. service11 or issues honestly. responsibly and in acconianc,, with public and consumer interest. n...t advoc:acy Ls a crucial public ser- ~ice that allows P"'OPle to make informed d«isions for the_ir Uvcs.

Becawe we are engaged in public information and penuulon, what we do is inextricably tied lo publk opinion. What publics think and believe direcUy affects how they beha,..,. M we e•tabliJhc,d in the previous chapter, an organization that ignores the opinions of its publics simply "'ill not build suJlident trust lo surv;,.., in today's society. Although this text Ls not desigm-d lo be a comprchcnsiw treatment of the theories and modclJ of public opinion and persuasion. understanding some of the basic and seemingly timeless principles o f persuasion is requisite to cll'ectlve advocacy.

Behavior: th I II lti n'Tl~li· 0 Civilttations i.a..., been engllged in public information and persuasion since the beginning of time. While much more iJ n ow knuwn Dbout what technique• work and why, not much has fundamcotally changNI in the pt'OC'esses usc,d to motivate peo- ple to act What has c hanged Is our precision In applying reourch to shape specific persuasion 1echnique1 lo more effectively reach and motivate well-defined publics tuing new and constantly evolving media channels.

In modern times. WalterUppmannpuhlishcdhisaemlnalwork_ "Publk:Oplnlon: in 1922 His work and the worl< ofsubscquent schow.rs in the field essentially define public opinion as what most people In a particular group think. fed and expren about an issue o r event o flmportance to them.

In 1923, public relation• pructilioner Edward Bc,rnays published -Crystallizing Public Opinion.• DKrting tha t kn owing what people thin k l.sn't enough, To makr a difference. ,..., have to get them to act on their o pinions and attitudes. M Import· ant u public opinion is. t.hc savvy oom municat.ions professional will always remt!m• ber that behavior is the final evaluation. According to practitioner Larry Newman. in pub lic relations....., are ultlmutdy trying to get people t o: do something we want them to do. not do something we don't want thrm to do or let tu do something we want todo.

Knowing what o ur publics think i1 only useful insofar•• it h,ad• us t o 11tt11rat,,Jy predict what they will do. Even when ,..., simply disseminate information in the pub- lic intcrut .. - typlcally do so wit h some behavioral expectation In mind. A public Information campaign about the rbk ofinftuenu im'tjUJI informing people; its pur • pose Ls to motiv:ate people to p ructice pre~=tivc behaviors like getting a llu shot or u1ing hAOd unitiier. We must det erminr what behllvior we arr tryin g to influence. and then by the groundwork t o get there.

c HAPTD 2 Pul,IJ,r i,Vormat'-1 and ,wr1umi,.., mmmWf«'Olion H

Shaping attitudes to chanre behavior Attording lo Milto n Rokeach ( 1968). brhavlor i• hued on attitude. which he called a pttdl•position t o belun,e. Working in the 1960s and 70s. he a-eated a theory of beliefs. values and attitudes (5tt figure 2.1). wbich was further developed by Martin Fishbein and leek Ajz.en as the t.heory of reasoned action and. subsequently. the the• ory of planned bebavioL Rokeacb asserted that the fundamenbl.l building blocks of ourcognltive system are beUda. Beliefs are in!crcnce1 we make about oursc,lves and about th .. ..,..,rid around us. From observ.ation. wc infer that the sky is blue. that dark clouds result In ruin, that leaves on lrffS arc gr«n. Rokcach said that some belle& are more central to an indlviduaJ·s cognil"ive syglem than others. These core belief•. o r vahlN. are typically ,.,,u cstabliJhed and relatively stable. They are dlfficult to change becaUMl they ■re fundam i,ntal to individwals and lhi,lr hl!lief sygtenu. They function as• life guides." det.ennining both our daily behavior and our life goals.

f or example, if aomeone challenges o ur hl!llef lhul k,a,,es are green by pointing out red leaves on ce:rt.ain trees,. ii docsn•t really shake our 'WOrld. But if someone chal- lenges our value that a supremr being created those trees, It call.le!S dissonance and discomfort bl'aUIIC that "value" is central to o ur cognitions.

According to Rokeacb, collections of beliefs and values organize aroUDd a focal poinL such as an issue.an event o ra person. to form an altitude. Altitudes determine an irulivldwal's beruivior in any given ,ituation. Rolteacb uses gardening as an eumple. The coUection of nn individual's beliefs - that gardening i• fun. lbal it sa,-es money. that it releases tensio n md that ii pmduces beautiful Rowers - will result in • [IIVOr• able •tt.ltude townrd gardening. Gh-en the absence of intervening attitudes. a penon'• collrctlon ofbdlo(s and resultant attitudes will motivate garde.nlng br,havlor.

Fl1ure 2.1 rn Rokeach's theory of beliefs, values and attitudes

--- B • ~ lief V • Value

ATTITUDE (predisposition

to~hovt}

For communications pro(eulonals lo motivate behavior then. tbey must Wider- stand and tap into core belie& and values that 1hape altitude•. Rokcach round that changing the coliectlon of beliefs and values swrounding an issue or event could change the attitude and resultant behavior. Rememooring that core belie& are di(. 6cult to change, wc may try to tap into a ,..,Jue and base the alteration of peripheral beliefs on lbnt central belief. We may lliso need to motivate pt.-ople lo c hange the rel• ativc importance of a belief or valuo, to help us build n foundation for attitudo, change.

Or - may introduce beliefs and values into the c,olk'Ctlon that hadn't before been considered relevant. Al any rate, ii ls important for us to rerognlu that people do not doaomelbingjust becaU11C•·ewanl them todo it orbecause•-e lhinktheyshould

~ HUC S lnferenc:H WI! m¥e about ou,nfVH and the WOtfd around us..

~ Ii LUU Co,. btli.ts 0< btl•k ctnttal to ~ lndividu:;Jl's C01ftithte

sysi.m.

M CllAPT U 2 Alhlicir{ormalionandptffUlfffflt'c.ntnunimtion

z-z 'I' -.CT I'\'( •~•u.11 ~rulwd bfflavloral UpKUtian,.

m Fi1ure2.2

consider it in tbeir self-interest. ~Ir bdlave in thc,ir self-inten,st iu they dc,finc, it. ac<'Ordlng to t.bclr ~ belleC.. and attitudes. Changing behavior n,qulrc,1 llddrc,uing those, belic,C.. and attitudC!s.

ln the 1970s, Fishbein and Ajzeo (1980) de.,,Joped Rokeach's work further to help us unde1'$1and attitudes and to predict and change behavior. They auerted that behavior was not just a result of the influence of attitudes (roUections of beliefs and wlues) but ;also of abj« th,e a onu (sec, Figutt 2.2.) Subjective norms arc, bow we, perceive others expect us lo behaVt". Subjective norms may also be bow.,..., pe.n,eive sodc,ty C!Xp«ls us to behave. Ewn more, critical may be bow w e think people, Import· ant lo II.I. such a1 Jl""rl and parents. would likr us lo behaw. Fishbein and Aju,n'• theory of tta■oned action advanced Rokrac:h's model using both attitude~ and sub- je,-tlve norms a1 tht' foundation oflntended bc,bavior. which then be,..,mes bc,havlor. Subsc,qucntly. Ajun (1991) add,..J one lldditional factor - perceived bt'havioral con• LTol - to cttatr the theory of planned behavior.

o"bo Theory of reasoned action, adapted from Fishbein and Ajzen

~ ..-.1ec:r-,11r EVf1IT An twnl that uansfonns rtadiMH to Kt into il<tual bO!IQvior.

ATTITUDIS (bd~fsondwilws rtlorrd to on lssur)

' / SUIJICTIVI NORMS

(pet, P,tsSUtt o, socio/ aptttolkmsJ

BEHAVIORAL INTEN TION

(prtdlsposltlon to bl/low) - ll!HAVIOR (octlotl)

Rokeach's work primarily addressed the belie& and values that are the building blocks of attitudes which prcdlJposc our behavior. Fishbein and Nzen 1tuclled sub- jective nonns as an llddition lo nttitude1 lo formulate behavioral in tent ion. In 1990, social scientist and public rehatlon• practitioner Pal Jacbon developed a behavioral modi!! o( public: rrlllli.o ns (Figure 2.3) that focusc,1 o n converting attitudes or behav• ioral intentions into actual behavior. His model addr,,sses a public's progression (rom awan-nes.s to actual behavior change a1 a l'ffult o( rommunlcntlon cll'orts.

lnJacltson's model, the awareness stage is thr public information proa,u. Word• of-mouth. publicity. online posting. publications and other communication tools crealt' awaretlt'SS and reinforcement of an issue. They should be designed to tie 1hr message into pe.ople"s existing perceptions and attitudes, or to adjust those attitudes if necessary. AWllttlless ell'orts miut be based on quality research to determine the attitudes and perceptions that are tbe foundation for a certain public's behavior or potential beha\ior. Fro m this awareness. pe.opll! begjn to formulate a readiness t o act - an attiludt' (Rokeach'• pttcllsposition lo beluM, or F ishbein and Nzen 's behav- ioral intention). Converting the attitude, Into action requires some kind o f tnaer- lAI ew-at such as an rk'<'tion inn polillcalcampalgn or uale al a clothing store,, Th e even I thus tr:ansforms n,lldiness into actual behavior.

C H A.P'TIA 2 Public i,{wmation and 1Hfimni ,,.. n,mmunimlion D

Fl1ure 2.3 Pat Jackson's behavioral public relations model

AWARENESS l - LATENT llEADINE.55 TO IEHAVE - - IEMAVI OA Combining Rokcach'• initial formulation. FiJhbcln and A.jun·• furthcr develop-

ment or the theory lllld Jackson's bebmonl model, we know that undentllnding attitudes is cuential in undentllllding and predic1ing behavior. And we know that inftuencing and c h:,nging the belieu and values that shape attitudes will allow us to lnllueoa,anJ change attitudes, whlch then c:hang"" behavior. Forexample.resean:h mows that efforts to ,top smoking among HiJpanic males are far more suca,ssful when the appeals focus on family relationshlps and responsibilities. Smoking behav- ior among Hispanic males is facilitated by attitudes comprised or beJjd's rqianling the pleasure and peer acceptance associated with smoking. When beliefs and values are introduced reprding relationships with family nnd children. and bow smoking alfecll their health and futures. stop-smoking appenls are dnamatically more clfec· live. Taking the three models together. - understand that the attit·udrs underlying behavior must bc inftuc nc:ed and changed (by altcrlng the ll"1 of bcUcfs). and then • triggering event .• foreumplc. a worltplaete • ,mokeout.• must be used to molivau, the behavior change.

The influence of mental shortcuts on behavior Research in behavioral economics, a field or study that combines principles from psychology and traditional eronomks. has produced vnluable insight about how people make decisions. While these tht'ories don't focus specilically on beliefs. :attl- tudrs or social nonn1. they describe the underlying cogniti,-e processes that caUJC people to behave In predictable ways. Under cerlAin drcumstances t'-e proceues may either make it cuicr or may pose signiflcn.nt challenges to informing and per- lUllding publics.

Daniel Knhneman (2011) uplaincd that the brain bu two different processing modes: a)'ltem 1 nod ,y,t._m 2. System 1 worlu quickly and automatically, without much cognitive effort and in the background of conscious lhougbL It allaws us to makr intuitive decisions by relying o n -,,tal ~ub or hcuristks. Fo r intt:ant..,, syst.em 1 enables you to ltop your car when you encounter a red. oc1ago nal sign at an inteaection without consciously processing its meaning. Couvenely, system 2 works slowly. require• focused attention and tnlces considerable conscious mental clfort. This process is more rational. is rule-based and is used to tadde complicated probl.cms invol ving multiple steps. It allows you to keep several ideas in your mind atonl"'.f!.

Because pt-ople generally don't like to exert cognitive effort if they don't haw to. they "'IY o n tbt! intuitive and som..tlmn error-prone systcm 1 to ma1tc, dedsiona. The Arthur W. Page Soc,icty (2013) identified a number of cognith'C biases emerging

~ mmu SMOflTCUTr lntuitr;e decisions that do not rely on conscious c~nitr;e processin!I-

II C KAPTU 2 AJblk i.rtfi,rmation and prt"MMl-.iw tammunkatlan

from oystt,m I intuit.iv,, decision rnalcing. Communkalioru professionals must undeNtand these, blaks l o lnform lllld pt'rsuadr Individuals lllld publics.

1-. = aioa. 1n situations where people bav,, to weigh the risk of losing one thing apinst the benefit or gaining llllolber. they become risk •v,,ne. This means that the potential pain of loss inJluenc:es decisions more than the pos- sible pleuun, o r pin.

Altdtorlnf#, People'• decillions are influenced by the most rettnt idea they have bttn expc,Rd l o. The recent idea bec:onws the baseline. or anchor. for the decision. Surprisingly, ancho ring OCXUN ev,,n If• peNon consciously under · stands that the recen I Idea is Irrelevant t.o the dttillion.

Nc-twtlw jt,11«:Ji. Pt,ople create meaning out of the limited information avail• able l o them by tr:ansforming what they know into simple, coherent narra• ti- However. these slories do not consider the compll'xilie1 of• situation and d o not :account for chance. As a. result. they DUI)' differ s:ignific-:mtly &om reality lllld cloud people's judgmrnt of fututt outcomn.

OWu- W... People tend to focus on the o utcome, of deculon1 nathc,r t han the complexities lllld unknowns ol the decision-making process. For example. actions or dttlsions thal made senK with information avuiloble 11 the time (foresight) can be seen Inter as impruden t and irresponsible because ol the outcome, (hindsight). ~ w- Pc,ople put too much confidrncr in t heir own knowledge and

o,xperth,,. or in lbe knowledge and o,xpertlK- of a group of people who think like they do, t,Yen when t here is convincing evidence that their Judgments or decisions are wrong.

Using behavior to segment publics While demognphic dala has alwayw been usdul in segmenting publics. much more useful ill psychognphic d•ta that includes the ,.,.lues. beliefs. lifestyles and ded· slon-maldng pnlCt'llel o f publJu. Knowing lb<- behavior of publics - In purchasing. recreation and other activities - helps us segment them and design more elfedivo,

meuages for •pttllically targi,lt.-d communicatio n channel&.

The notion that publics coalesce around Issues and emerge from specific ev,,nls is also an important one. particularly as ...., deal with crisis communication and crisis management. Pwyehogr.aphlcs may be of m ore help in profiling lbesr kinds of publics than demo- gr"dphicJ. bul C\Yn psycbographlca mny be of limited worth when segmenti ng publics by ia,ucs or ..vents of lm110rtance lo them.

M. We will see in tbc nrxt several chnpters. behavio r is the ultimate objrct;ve. The matrix leads us t h rough the sh,ps to mot.iwti, behavior. It helps to determinr which publics we need to target and what m essages will shape their latent readiness to act (attitudes). It also aid• in designing the specific strategics and lKtb to deliver those messages lllld to trigger des ired behavior.

C:HA"U 2 Publiti'Tformalianandpawua.;vr.communkalion JI

Pu h 1 i ~ , n I n I n 11 Now that we understand that attitudes deteanine the behavior of an individual and. by extension, a group of indMdullh or public, let'• examine how we disrowr the atti• tudes held by our publics.. Essentially, public opinion is the expression of the atti- tudl!S of a particular public. Extensive psychologicnl o.nd sociological stu.dics have been dollt' on the phenomenon of public opinion. I ts measurement - in an attempt to predict behavior - bas become not o nly a science but also a highly profitable can,c,r tnck. Moll of the deocriptions or the phenomenon ronlain similar elemrnts and can be synthesized Into a stnlghtforwan:I dclinition: PubUc opinion is the col• lrction of belier., altitudes and opinions expr"'-"'d by the majority of individual• within a particular group o r public about an wue or topic of inten,st to them.

Let's ...,.,.mine the l'lem,,nts of this drfinltion:

PubUc opinion is roUtttive. II is not what just one individual thinks; It is the coUrctlon of what several pc,ople think.

• The beliefs and ideas IJlU5t be expressed to be public opinion. Public di,;- cussion usually crystallizes or solidifil!S opinion into something that can be expr<'Ssed. The opinion must be held by the majo rity of individuals within the group.

• The opinion is identi fied with a certain group or public. not the mass or "who- ewr • Is out there. The particular public holding the opinion is ldmtiliable from the mus. Opinion """"°"'h usc,s dcmogl'llphks and psychognaphics lo identify the specific publics exprasing the opinion.

• The opinion Is fOCIJSl_'Cl on a particular issue o r topic. • The m111sea are segmented into publics dilferently from topic t o l.opic. The

Issue of embryonic 11em ceU research will create within the mass audlent-e certain public ••8)1'Cntations I.hat will be dilferent than those creat<ed by the issue of Palestinian sovereignty in Israel The topic must hold a part.icular internt to the individullh within the group. In other words. it mus1 invok"' their 5elf-interest. l ntere,t is typically aroused and sustalnc-d by events relating t o the topic or Issue. The 111cm cell debate heats up u we begin lo looe scientislll lo other not.ions lhol have advanced ,uch reoearcb. At ,omc point, other lll'WS takes precedence and atte_ntion wanes. Dul the dehAte i, again f~lt-d when ,omc- Olll' famous contracts a disease that could potentially be cured through stem ooU research.

Op inion formation Because public opinion is a collection of individual opinions, the logical place for us to begin in deter mining bow public opinion ls formed Is with theindividwaLAreview of the basic models and principles of human communic:ation will aid us in drteanin- lng bow indlvidunls form opinions.

Opinion Is buiraJJy a thought procru. We attach meaning to the world around us baJ«I on the collective lnft~nce of our put expc,rience. knowledge. culture and environment. This collective inllurnce is art en rererr..-d to u our frarlll' or reference. Within thu f'ralae of n,feff'IICJI! ..., esubllsh our own pc,nonal belie&. values and

g::i FRU!lff A ,.IRlhlC Tht coll«tiv. inflUt!no of

t"Ptritnces, knowlecll•- cullure 111d fffllironment that fo,ms our perceptual Krftn.

• CIIA.PTD2 l'wblku,fi,rmat fonandprn,&111-.iwC"'Offll'ffunka.tion

attitudes which wen, previowly discussed as the foundation or our behavior. All or our thoughu. icku and rommunlc:allve ■cu an, pl'tlttllRtl through o ur fr:une ol n,J. ""'"""• and no two individual frames of rererence are identical Our fname of refer• ence determines bow we perceive or scme our wodd as well u the communication of others directed toward us.

In the mid-1940s, Hadley Canb:il (1944} proposed 15 • Jaws• of public opinion that demonstrate the influence of an individual's frame ol reference. Those laws can be synthesized into a few basic observations that sen't' as guides in persuasive communication.

• Opinions are mo re cully in0ucnccd by t'Venu than wo rds. but o pi nion changed by C!\'t'nu require, su~ucnt reinfornemenl.

• Opinion is basically determined by self-interest. and persuasion is only elfec- th.., if it maintains a ron1i1tent appeal to ..,lf-interi,st over time. Opinion rooted in self-interest is extremely diffiNII t o c.b.ange.

TIPS f ROM THE PROS • Shapln1 public opinion ... ......,.,__,_l_,wlce,......,. ... dlW_efl'lcarll,.S--l-.y. ... f_,........ ... CIO f/lllle .......,SNltl, a-.. fllt1 cw, ti,,.,....,..., ........ ,_,,...._

With four deodH In the public afbirs and public ~ions buslnHS. l'w IHmed !NII within the phrne, "there's a sudcft born eYery minuto; lios tho tfflll'blion and ultimate undoi"! of those who intend to unethically pe-suadt! or mislead pulllla. PrKlitlonm h1Ye a cNCial and .,.,ued responslbllity to Inform the public on behalf al the orr-,1· mian. Dissominatint lactual lnfonn~n In a lirmly and pomiasive manner helps rt. publlc make bl!tm infonMd dKblons. Our Job Is not to t•e advanl:ate of the unlnfonned: It Is to educate them.

Three principles h- IJruutht me suctflS in the WOftd of public Information and public opinion.

,..._,, IS .,_ Nit ,-lie,- The p,,lllk win tolmli. a fool. but not I llu. Don ·1 sav it if you un't bock it up with ewlence or tacts. The only thlnt IIIIOf>e thon Inaccurate or mlsludln1 scacemenu- ,.tractions or confusions publi<hed when thtv ire dlscov....S. 'i'au lOY not only momentum. but lat worw. vau lose Mdlblllty.

J,-.,1 ldllL C.ttlng your men1p out flm "kills· the compotllion. Mott Importantly. It puts you In control. Ewn with bad ..ws It limits the da,,.. and k""5 communication IIDH opon. llemembB. bad news doesn't 19'1 bettef with lime. To be effedive: bl! first. be last and be factual

-•-· A majorp- in dea&ntllith public opinion i.s that "vau dan't lmawwllatyau don' t know." Sllaeuful practltlone,s wortc hard to understand their pub41cs' dulm. COOClffll Ind opinions Ind then Cm! their fMUaP acconlintly. Us• ~ tool and 1artw, -ii.bi. resurth to know you, adeftct, and be su,e to locus on the 1Ja5S-fOOU i.wt. Know your customer. and you'll know what tony, how to say It and when to say It

CIIAnI■ 2 Ptlb&htformationandpn,umn',r•nimmunimtDI n

Information is most ell'ectift when opinion i• in formatift stages. If prople already trust their leac:krs, thry will allow them the opportunity lo handle 1en1itive situations. Peop1" trust thcir leaden· decision-nuwng more when they (eel they (the people) have bad a part in shaping the decision. Public opinion i1 focused more on expected results than on mnhods to achieve those results. People care more about an outcome than the p rocess lo reach thc out come,.

E.llnbeth Noelle-Neumann (1984) bas identified anothcrpheJ10mc,non o f public opinion we characterize u the, "slttprr" effect. An individual"s fear of social rejection o r isolation 1n11y cause them not lo ..,rt,atlu an opinion they prreel\'t' to be in the minority. In other worda. vocal groups may 1uppres1 malnsrn,am or mll)ority opin- ions because the majoritybelines it1elfto be in the minority and. therefore. remains silenL This ••pirnl of 1ilence· u Noelle-Neumann t ermed it. or the "silc,nt 1n11jori1y· as former President Richard Nix:on called it, is a 1leeper factor usually u~unt.ed for in our research unless we dig for IL Noelle-Neu1n11nn idc,ntifu,d llUlll media u an acromplice in the spiral or silence because their own voice may often reflect I.he minority opinion. but ii has become one of the loudest and most dominant ,-oices in the frtt market place o f ideas. Once the spiral of silence is broken. hOW't"''t'r. the sileDCl'd opinion Rows forth liltr waler from a breached dam. People quickly discover that others think ns Lheydo and no longer remain silent. More l't'ttnlly.social media bas rivaled traditional mu1 media in the public opinion marketplaa!. Bui i i can either exacerbate the spiral of silence or ha,'t' the opposite cfl'<et of stimulating the flow o(honr1t opinion.

The phenomenon of perception Perception la an onpredlt-tablr pbecnomenon. largely because it is so individually determined. Unless you hav,, a solid understanding of an individual's frame of reference. it ls impossible to predict how th"Y will per• ceive :m event. experience or message.. ln communi- alion we sometimes forget lhal meaning is in people. Our words a nd m euageo do not tnuufer meaning; they an only i,voke images in th" minds or our publlc that w,, hopr will have aimllar individual muninp.

In addition to being very individual. perccptio.n Also arr!~ with it the power or truth. Whal la pera,iv~'tl by an individual is what they believe to be true. We ""Press lhit in c.llchh such as "Stting ls l,c,llc,ving." bol the impact of perception la far greater than we usually realize. Whether o r not a perception is :accurate has no bearing on it1 power as truth t o the prn,civ.,r. When police qoestio.n witnesses o( a trnffic accident. they gel ar many dllferenl st orle$ as there art' observers. each absolutely certain their wnion la the truth.

Sometimes pera,plion i1 so lntimatc,ly tied t o nn individual"• belief and value ,yat c,m that ii la diffic ult . if not impossible. to alter ii c,v,,n when ii is flawed. 51w>pp,ni•M-K.4.on,<>fHMgK4ng>bu,"'1""-pl«r,.

i 1

U CIIAPTD 2 l"ubllc illfr,rmation and p,!'ffuanff tmmnunimtlon

~ uuc-· - U" 'I

The function of seltc1int thocc,rnmi.r,lc~ ch~ts one c.hoo-ffS to ~ .ittffltion to.

g-g uuc-,w I' E11Cf l"Tl Cl N The subcomdou• function ofselKtintlromtht mllllons of dally stimuli only those mnups one chOMti !Opettffit.

~ IU.UtM ll(T~'llll ON The function of RIK1ing from the st1 .... n perceillttd only those m~ one thoows to tttaln.

Norris (1984) calt. th- •cut-iron" perceptions. Furt.hrr. somr perceptions an, ■hared with oth,,r■ In "group and an, "pn,(onnrd. • Wr hav~ already decided how certain thing, lhould be and that ii the way we perceiv.e them. We call thesr 1tc- reotypes. We oflen llcreotype people (e.g.. dumb blondes or computer gerlu). but other phenomena can be stereotyped u well (t".g.. gov.ernment ii wuteful or political revolution _is bad). Stereotypes are oflen useful in helping us deal with the world around us. but they become do.ngerous when they prevent us from perceiv- ing things as they really are. They are also dangerous when they c reate an environ- ment in which people are denied the opportunity to reach their potential.

As. public rdations pro(euionals. we 1hould be awan, o r Klapper·• ton<:L-pu o( IM!ltttlv.c eqwwwe. lldect.lYe percepti• and aelective retaatloa. &causr of the barnige of stimuli we recrive Crom our rnvironmc,nt. Including lnc:reulng num• bers o( mrssag,,s from people trying to per■uade us.our perceptual mechani1m also works Ha 1en,en or a filtcr to keep us (rom uperienclng ov.,_rload. Al. we learn (rom lhe u.ses and gntifu:ations lh~ry of mau media (Katz. Blumlu & Curevitch. 1973- 74). we choosr thr media and channrls Wt" pay atte.ntion lo, and wr choose tho1r meuages we want to perceive as well u th01r we want to n,tain. This is a critical principle in mad<eting. advertising and public relalions. Our professions drperul on channels to get messages to kt"y publics. but iCthosr publieure not paying attention lo the channels through which we send messages. or are electing not to perreh.,, or n,lain our mcuages. our c,fforts arr uselc■s.

For example. think about how you gel )"Otlr news. Frw people read evrry story In tbelr n.,,..1fttd from start to finish. As. you scroll through an app_. you n,ad head· line. and look al pktun,1 to decide which stories you want t o read. You do the, same with rrnail You check Lhe 1rndcr and the subjrct and often delel.e without opening. Individuals srlrctl,-.,ly pereeiv.i far (ewer meuages than are turgeled al them In a given day. and they actually n,tain even less olthe content once those meSAgCI have bem 6Jtered through the perceptual 11en.-en lo determine whrther they arr useful In fact. st:uclies ol srl.ective perception in advertising demonstrated that people actually pay more attention lo ads and consume more information about a product after they haw, purchased ii than before. Just II agenda-setting throry predict.a. I.hey are look· ing for n,iruorcemenl o( their purchase decision ralhu than Uling the information lo actUAlly make a decillon.

Selecth.., pen-eption bL'Come1 an l'\c-.,n more poignant phenomenon when we consider how nrw t.cchnologles have glv.en conswner■• or public■• control ~.,,r how and iC they rcttive information. As. prople ..,.k Information leH Crom mau media and m ore from in<:reasingly speeiAlized and segmented