This document contains Chapters 1 to 4 Chapter 1 THE PURPOSES OF PUBLIC RELATIONS The case study method of applying principles, history, and theories of a field of study to actual situations is recognized as a highly effective way to teach decision making. Therefore, it is applicable for seasoned professionals, as well as university students who are grooming themselves for future management positions. An organization invests its resources into public relations because it seeks some sort of desired behavior on the part of key publics. The behavior may be one of three types: (1) getting people to do something, (2) getting people to refrain from doing something, or (3) convincing people to let the organization do something it seeks to do. Examples of such desired changes may be: increased purchases or customer satisfaction with those purchases, improved employee loyalty and productivity, more confidence in the organization by community leaders or members of the financial community, less interference from watchdog agencies, or active support among opinion leaders of the organization’s position on public issues. Public relations practitioners must engage in six activities to effectively carry out their function: research, strategic planning, counseling, internal education, communication/action, and evaluation. Chapter 2 reviews the way this sequence is applied, using a four step model. The primary value public relations promotes inside organizations is the open system. This is seen as a management sensitive to all interactions in the environment. An open system leads to outside in thinking in strategic planning, with consideration given to the current beliefs about the organization held by key publics and their expectations of what the organization should be doing. The chapter discusses seven “common denominators” that tend to prevail in all public relations campaigns and 18 “proven maxims” that have been developed through practice over time in the fields of persuasion and formation of public opinion. The authors introduce the cases in the book by suggesting that the reader utilize the situations described to determine if public relations practitioners are meeting seven criteria commonly ascribed to a communication profession: A codified body of knowledge and a growing bank of theoretical literature, precedents, and case studies; Insight into human behavior and the formation and movement of public opinion; Skill in the use of communication tools, social science technology, and persuasion to affect opinions, attitudes and behavior; Academic training including the PhD, offered in colleges throughout the world, and professional development available through a multiplicity of professional societies; A formal code of ethics; A service that is essential in contemporary society; Nobility of purpose in harmonizing private and public interests—thus enabling individual self determination and democratic societies to function. Exam Questions for Chapter 1: 1. Case studies are frequently employed in educational programs designed for future or current managers. What is the purpose of the case study approach in professional training? Answer: The case study approach is commonly employed in educational programs designed for future or current managers for several purposes: 1. Critical Thinking and Problem-Solving Skills: Case studies present real-world scenarios and challenges that managers may encounter in their professional roles. By analyzing these cases, students develop critical thinking and problem-solving skills as they identify issues, evaluate alternatives, and propose solutions. 2. Application of Theory to Practice: Case studies provide a bridge between theoretical concepts learned in the classroom and their practical application in real-world situations. Students have the opportunity to apply management theories, frameworks, and models to analyze and understand the complexities of managerial decision-making. 3. Decision-Making Skills: Managers often face complex and ambiguous situations that require effective decision-making. Case studies simulate these decision-making contexts, allowing students to practice weighing multiple factors, considering various perspectives, and making informed decisions under uncertainty. 4. Experiential Learning: Case studies engage students in experiential learning by immersing them in realistic scenarios and requiring active participation in problem-solving activities. This hands-on approach enables students to gain practical experience and insights that are transferable to their future managerial roles. 5. Communication and Collaboration Skills: Case studies often involve group discussions and collaborative problem-solving activities. Students learn to communicate effectively, negotiate differences of opinion, and work collaboratively with others to analyze and resolve complex managerial issues. 6. Ethical Decision-Making: Many case studies incorporate ethical dilemmas and considerations, prompting students to reflect on ethical principles and values in the context of managerial decision-making. Students develop ethical awareness and judgment as they navigate these ethical challenges. 7. Preparation for Real-World Challenges: By engaging with case studies, students develop the skills, knowledge, and mindset necessary to navigate the dynamic and unpredictable nature of the business environment. They become better prepared to address the challenges and opportunities they will encounter in their future managerial roles. Overall, the case study approach serves as a valuable pedagogical tool in professional training for managers, providing a rich and immersive learning experience that integrates theory with practice, fosters critical thinking and decision-making skills, and prepares students for the complexities of managerial roles in the real world. 2. If a public relations program is to be effectively planned and implemented, it should incorporate at least six essential activities. Identify and briefly explain each. Answer: To effectively plan and implement a public relations program, it should incorporate at least six essential activities: 1. Research and Analysis: This involves conducting thorough research to understand the organization's goals, target audience, industry trends, and competitors. Through research and analysis, PR professionals gather relevant data and insights to inform strategic decision-making and campaign planning. 2. Goal Setting and Strategy Development: PR programs should have clear and measurable goals aligned with the organization's overall objectives. These goals could include enhancing brand awareness, managing reputation, promoting products or services, or fostering stakeholder engagement. Once goals are established, PR professionals develop strategic plans outlining key messages, target audiences, tactics, and timelines to achieve these objectives. 3. Message Development and Storytelling: Crafting compelling messages and narratives is essential for effective communication with target audiences. PR professionals develop key messages that align with the organization's brand identity and resonate with stakeholders. Storytelling techniques are used to convey these messages in a memorable and engaging way, whether through press releases, social media posts, speeches, or other communication channels. 4. Audience Engagement and Relationship Building: Building strong relationships with key stakeholders, including customers, employees, media, investors, and the community, is crucial for PR success. PR programs should include strategies for engaging with these audiences through targeted communication, events, partnerships, and other initiatives. By fostering positive relationships, organizations can enhance trust, credibility, and loyalty among stakeholders. 5. Implementation and Execution: Once the PR strategy is developed, it must be effectively implemented and executed. This involves coordinating various tactics and activities, such as media relations, social media management, event planning, content creation, and crisis communication. PR professionals ensure that messages are disseminated through appropriate channels and that campaigns are executed according to plan and timeline. 6. Monitoring and Evaluation: Continuous monitoring and evaluation are essential to assess the effectiveness of PR efforts and measure progress toward goals. PR professionals use metrics such as media coverage, website traffic, social media engagement, audience sentiment, and brand reputation to evaluate performance and identify areas for improvement. By analyzing data and feedback, organizations can make informed decisions and adjust their PR strategies as needed to achieve optimal results. By incorporating these six essential activities—research and analysis, goal setting and strategy development, message development and storytelling, audience engagement and relationship building, implementation and execution, and monitoring and evaluation—PR professionals can plan and execute effective public relations programs that enhance organizational reputation, build brand equity, and achieve strategic objectives. 3. The text talks about seven “common denominators” in public relations campaigns and 18 “proven maxims” in persuasion and the formation of public opinion. If you were to discuss “strategic” and “tactical” considerations in public relations cases, how would you characterize “common denominators” and “proven maxims”? Answer: In the context of discussing "strategic" and "tactical" considerations in public relations cases, "common denominators" and "proven maxims" can be characterized as follows: 1. Strategic Considerations: • Common Denominators: Common denominators represent overarching principles or fundamental elements that are consistently present in successful public relations campaigns. These are strategic pillars that guide the overall direction and objectives of the campaign. They often reflect broader strategic goals such as building brand reputation, fostering stakeholder engagement, or managing crises effectively. • Proven Maxims: Proven maxims in persuasion and the formation of public opinion provide strategic insights and principles derived from empirical evidence and theoretical frameworks. These maxims offer guiding principles for shaping communication strategies, crafting persuasive messages, and influencing audience perceptions and behaviors. They inform the strategic approach to communication and help PR professionals develop effective strategies to achieve their goals. 2. Tactical Considerations: • Common Denominators: In tactical considerations, common denominators refer to recurring tactics, techniques, or methods that are commonly employed in public relations campaigns to achieve specific objectives. These tactics represent the practical application of strategic goals and principles and are tailored to the unique needs and circumstances of each campaign. Examples of common denominators in tactics include media relations, social media management, event planning, content creation, and crisis communication. • Proven Maxims: Proven maxims in persuasion and public opinion formation also inform tactical decision-making by offering specific guidelines and recommendations for effective communication tactics. These maxims provide insights into how to craft persuasive messages, engage with target audiences, leverage social influence, and manage public perceptions. PR professionals translate these maxims into actionable tactics and strategies that align with the overall strategic objectives of the campaign. In summary, while strategic considerations focus on overarching goals and principles (common denominators) and insights derived from research and theory (proven maxims), tactical considerations involve the practical application of these principles through specific tactics and techniques. Both strategic and tactical elements are essential components of successful public relations campaigns, working together to achieve desired outcomes and deliver value to organizations and their stakeholders. Chapter 2 HOW PUBLIC RELATIONS DEALS WITH PROBLEMS AND OPPORTUNITIES This chapter is self• explanatory in that it deals in a straightforward way with the process of public relations. The chapter begins with the traditional “four• step process” popularized by Cutlip and Center. This process is the backbone of public relations practice; it covers the basic steps needed for any planned program of public relations to be successful. The process includes: Fact• finding activities (research) Analysis, planning, and goal setting Actions and communication Evaluation These overlapping steps give practitioners a framework for their efforts as well as a checklist to follow. A second section of this chapter deals with the value of the theoretical approach. Many practitioners, especially those who come to the profession without formal education in the field, tend to discount a theoretical approach as being “too academic.” This chapter addresses those concerns and presents a good case for the use of theory in public relations The remainder of the chapter looks at some of the theory applied to public relations. The first model is the “behavioral” model. This approach is predicated on the belief that public relations is all about creating positive behavior. Communication, alone, will not (and cannot) create the desired result of changed behaviors. The five• step behavior model walks the reader through these steps:
A. Awareness B. Latent desire to act C. Social trial D. Triggering events, and E. Positive actions or behavior The “Persuasion” model explains the steps necessary to get people to change their minds and actions. First developed by San Diego practitioner Kerry Tucker, this model involves A. Creating dissatisfaction with existing behavior B. Offering the desired behavior as a substitute for the status quo C. Explaining the benefits of new behavior or the consequences of the old, and D. Modeling the desired results Finally, this chapter explains the value of the two• way symmetrical approach to communication. Perhaps the most important academic model, this approach was developed by Dr. James Grunig at the University of Maryland. It holds that only by considering the wants and needs of the subject first can the public relations efforts meet those needs and be successful. This theory provides empirical support for Bernay’s “merging of public and private interests.” The chapter concludes with “20 Great Truths of Public Relations,” a compilation that is designed to help lead the reader—student or professional—to a clearer understanding of the concepts being presented. Exam Questions for Chapter 2: 1. The text suggests that public relations is inseparably linked with the democratic principle. Does this mean that an autocratic government or corporate management inherently cannot practice effective public relations? Answer: The suggestion that public relations is inseparably linked with the democratic principle does not necessarily mean that an autocratic government or corporate management inherently cannot practice effective public relations. While public relations is closely associated with democratic principles such as transparency, accountability, and engagement with stakeholders, the practice of public relations is not inherently exclusive to democratic systems. In autocratic governments or corporate environments, the nature and objectives of public relations may differ from those in democratic societies, but the principles of effective communication and relationship• building with key audiences still apply. Here's how public relations can operate in different contexts: 1. Autocratic Governments: • In autocratic regimes, public relations may serve the interests of the ruling authority by shaping public perceptions, managing information, and maintaining control over the narrative. • Public relations efforts in autocratic governments may focus on propaganda, censorship, and suppression of dissent to maintain power and authority. • While the principles of transparency and accountability may be lacking in autocratic systems, public relations can still be utilized to communicate government policies, promote national interests, and manage international relations. 2. Corporate Management: • In corporate environments, public relations may be employed to protect and enhance the reputation of the organization, manage stakeholder relationships, and promote its products or services. • Corporate public relations may involve communicating with investors, customers, employees, regulators, and the media to build trust, address concerns, and maintain a positive corporate image. • While corporate management may prioritize profit• making and shareholder interests, effective public relations can contribute to long• term sustainability by fostering goodwill, mitigating crises, and addressing social and environmental responsibilities. In both autocratic governments and corporate settings, the practice of public relations may face challenges related to transparency, accountability, and ethical conduct. However, the core principles of effective communication, relationship• building, and strategic planning remain relevant across different contexts. Ultimately, the effectiveness of public relations in any environment depends on the alignment of communication strategies with organizational objectives, the ethical conduct of practitioners, and the ability to engage with stakeholders in meaningful dialogue, regardless of the political or managerial system in place. 2. The four steps in public relations planning are overlapping. Does that mean that their sequence is unimportant? Answer: The four steps in public relations planning—research, planning, implementation, and evaluation—are indeed overlapping, meaning that they often occur simultaneously and inform each other throughout the planning process. However, this does not mean that their sequence is unimportant. Each step builds upon the previous one and contributes to the overall effectiveness of the public relations campaign. Here's why the sequence is still significant: 1. Research: The first step in public relations planning involves conducting thorough research to understand the organization's goals, target audience, industry trends, and competitors. Research provides the foundation for strategic decision• making and helps identify opportunities and challenges. While research often precedes other steps, it is an ongoing process that continues throughout the planning, implementation, and evaluation phases to gather feedback, monitor progress, and make adjustments as needed. 2. Planning: Based on the insights gained from research, the planning phase involves setting objectives, developing strategies, and outlining tactics to achieve the organization's goals. Planning establishes the roadmap for the public relations campaign, defining key messages, target audiences, communication channels, and timelines. While planning typically follows research, it may also inform ongoing research efforts as new information becomes available. 3. Implementation: Once the planning phase is complete, the implementation phase involves executing the strategies and tactics outlined in the plan. This may include media relations, social media management, event planning, content creation, and other activities aimed at reaching and engaging with target audiences. Implementation activities may overlap with planning and evaluation, as adjustments may be made based on real• time feedback and emerging opportunities or challenges. 4. Evaluation: The final step in public relations planning is evaluation, which involves assessing the effectiveness of the campaign in achieving its objectives and outcomes. Evaluation measures may include media coverage, audience reach, message penetration, stakeholder feedback, and other metrics. Evaluation informs future planning efforts by identifying areas of success, areas for improvement, and lessons learned. While evaluation typically follows implementation, it may also occur concurrently with ongoing activities to ensure that the campaign remains on track and responsive to changing conditions. While the steps in public relations planning are overlapping and iterative, their sequence is still important for maintaining clarity, focus, and accountability throughout the planning process. By following a logical sequence—from research to planning, implementation, and evaluation—PR professionals can develop comprehensive and effective campaigns that deliver measurable results and drive organizational success. 3. Why are individuals considered the most important messengers in conveying messages to key publics? If this is so, why are other means of communication employed? Answer: Individuals are often considered the most important messengers in conveying messages to key publics for several reasons: 1. Credibility and Trust: Individuals, especially those with authority, expertise, or personal connections, can lend credibility and trust to the messages they convey. When messages come from credible sources, such as respected leaders, subject matter experts, or peers, they are more likely to be believed and accepted by the audience. 2. Personalization and Relevance: Messages delivered by individuals can be tailored to the specific needs, interests, and preferences of the audience, making them more personalized and relevant. Individual messengers have the flexibility to adapt their communication style, tone, and content to resonate with the audience on a personal level. 3. Emotional Connection: Individuals have the ability to establish emotional connections with the audience through empathy, authenticity, and storytelling. Emotional appeals can evoke empathy, sympathy, or other emotional responses that engage the audience and make the message more memorable and impactful. 4. Two Way Communication: Individual messengers facilitate two• way communication by inviting feedback, responding to questions, and engaging in dialogue with the audience. This interactive communication process allows for greater understanding, clarification, and relationship• building between the sender and receiver. Despite the importance of individual messengers, other means of communication are employed for several reasons: 1. Reach and Accessibility: Mass communication channels such as mass media, social media, and digital platforms have the ability to reach large and diverse audiences quickly and efficiently. These channels provide broad coverage and accessibility, making them suitable for disseminating information to wide• ranging audiences. 2. Amplification and Repetition: Mass communication channels can amplify messages and increase their visibility through repetition and widespread distribution. By leveraging multiple channels and platforms, organizations can reinforce key messages and ensure they reach a larger audience over time. 3. Targeting Specific Audiences: Different communication channels cater to different audience segments based on demographics, interests, and preferences. Employing a mix of communication channels allows organizations to target specific audiences more effectively and tailor messages to their unique needs and preferences. 4. Cost• Effectiveness and Efficiency: Mass communication channels often offer cost• effective and efficient means of reaching large audiences compared to individualized communication efforts. While individual messengers can be powerful, they may not be feasible or practical for reaching mass audiences on a large scale. 5. Diversity and Redundancy: Employing multiple communication channels ensures diversity and redundancy in message delivery, reducing the risk of message distortion, censorship, or communication breakdown. By diversifying communication channels, organizations can increase the likelihood that messages reach their intended recipients and are understood as intended. In summary, while individuals are important messengers in conveying messages to key publics due to their credibility, personalization, emotional connection, and two• way communication capabilities, other means of communication are employed to complement and enhance message delivery, reach, accessibility, targeting, cost• effectiveness, and redundancy. By leveraging a mix of communication channels, organizations can maximize the effectiveness of their communication efforts and achieve their strategic objectives. Chapter 3 EMPLOYEE RELATIONS The text points out that it is a common view at present to look upon employees as a cost of doing business. Downsizing is seen in financial circles as a method of improving the productivity and profitability of a firm. Those losing their jobs during such downsizing are often seen as its victims, but also victimized are those employees who remain on the job. They may not only experience “survivor’s guilt,” but they are also expected to continue their own jobs while picking up the work of their departing colleagues. Small wonder that the modern workforce has a weakened sense of loyalty to the employer. At the same time, the authors emphasize that it is impossible for an organization to speak with “One Clear Voice” if management’s pronouncements are not understood, bought into and reinforced by its employees in their interactions with customers, friends and neighbors. The text uses as an illustration the belief of the Honda Motors founder that an organization can be measured by “mindpower” in the same way that an automobile can be gauged by horsepower. If the CEO makes all the decisions, that’s one mindpower. If the whole organization participates in the decision-making, the organization can have 20,000 or more mindpower. The text provides five basic principles of employee employer communication as a guideline for the public relations practitioner: Employees must be told first. They must not learn significant news of the organization from the news media, social media, or via the grapevine. Tell the bad news along with the good. Employees are just like any other public. If they hear only “good” news from a source, they will recognize that the source has no credibility. If an organization tries to keep a lid on bad news, it will never build a trusting relationship with its employees. Timeliness. Lawyers sometimes are tempted to treat information as property. They will only turn it loose when it is at its highest value to the organization, or just before it becomes worthless (because someone else will reveal it anyway). Public relations practitioners must hold a journalistic sense of news: the quicker it reaches an audience which seeks it, the more value that audience will attach to the source of that news. Employees must be informed on subjects they consider important. Years of studying employees’ views of communication within their organizations reveal that employees consistently rank “organizational plans for the future” above all other topics of interest about their employer. Use the media that employees trust. Studies show that the top five sources from which workers want to receive information are: immediate supervisor, small group meetings, top executives, large group meetings, and employee handbooks. The role of social media in that hierarchy has yet to be determined. If its credibility can keep up with its ubiquity, then it has a bright (and useful) future. Exam Questions for Chapter 3: 1. What might be an example of a situation where employees should not be kept in the communication loop? Explain your answer. Answer: In certain instances involving sensitive or confidential information, such as impending mergers, acquisitions, or layoffs, it may be necessary to restrict communication to a select few individuals within an organization. For example, if a company is in negotiations for a merger or acquisition, prematurely informing all employees could lead to speculation, uncertainty, and potential negative impacts on morale and productivity. Similarly, if layoffs are being considered, premature disclosure could cause anxiety and unrest among employees, affecting their performance and potentially jeopardizing the negotiation process or the stability of the company. In these cases, maintaining confidentiality until decisions are finalized allows leadership to manage the situation appropriately, minimize disruption, and ensure that information is shared in a controlled and strategic manner. Once plans are solidified, communication can be conducted transparently and comprehensively to provide clarity and address any concerns or questions from employees. 2. What are five basic principles that should act as guidelines to public relations practitioners in the release of information about an organization to its employees? The cases that follow are all new to the Eighth Edition of this text. While there was a case centered on Southwest Airlines in the Seventh Edition, the focus of this case was changed. The current case focuses on its merger with AirTran Airways. Answer: Here are five basic principles that should guide public relations practitioners when releasing information about an organization to its employees: 1. Transparency: Provide clear and honest communication to employees regarding organizational changes, initiatives, or events. Transparency builds trust and fosters a positive relationship between employees and the organization. 2. Timeliness: Release information to employees in a timely manner, ensuring that they are informed promptly about relevant developments within the organization. Delayed communication can lead to rumors, speculation, and decreased morale. 3. Accuracy: Ensure that all information shared with employees is accurate and factual. Misinformation or inaccuracies can lead to confusion, distrust, and damage to the organization's reputation. 4. Relevance: Tailor communication to the specific needs and interests of employees. Provide information that is relevant to their roles, responsibilities, and concerns, enhancing their understanding and engagement with the organization. 5. Two-way Communication: Encourage feedback and dialogue from employees by creating opportunities for them to ask questions, express concerns, and provide input. Two-way communication fosters a culture of openness, collaboration, and mutual respect within the organization. These principles should be upheld consistently by public relations practitioners to ensure effective communication with employees and maintain a positive organizational climate, especially during significant events such as mergers or acquisitions, as in the case of Southwest Airlines and AirTran Airways. Case 3 - 1 COMMUNICATING THROUGH ACQUISITION: SOUTHWEST AIRLINES TAKES ON AIRTRAN AND BLENDS EMPLOYEE CULTURES Southwest Airlines has an enviable record of success. In 2011, the company posted its 39th consecutive year of profitable operation, an outstanding feat considering the problems of the industry—fuel costs, security concerns, a depressed economy, etc. However, according to SWA CEO Gary Kelly, he owes it all to his employees: “Our people are our single greatest strength and most enduring longterm competitive advantage.” Answer: Southwest’s tradition of quality service, warmth, and friendliness delivered with a good sense of humor is renowned in the industry. But, what happened when AirTran’s employees were brought into the mix? As this case demonstrates, Southwest was as good at employee relations as it was at arriving on time. What dangers are inherent in an acquisition by an employee-focused company? How can those potential problems be resolved? Answer: The biggest hurdle in any merger or acquisition is melding two potentially disparate corporate cultures into one unified machine. Far too often, employees from the unit being acquired feel as if they have to “do all the changing.” This attitude creates most of the problems. One of the Great Truths of PR says that involvement in the planning stages of any endeavor leads to ownership of the result, which leads to buy-in of the decisions made and actions taken. It helped that AirTran’s culture was not radically different from Southwest’s, but beginning its consolidation efforts with a visit to AirTran put SWA in the cockpit to success. Giving AirTran a role in the planning also exemplifies the “two-way symmetrical” model of communication theory. While the ultimate assimilation process was going to be driven by SWA, AirTran communicators had to feel they were included—and valued—by SWA. Discuss the value of SWA’s employee research program. Answer: The value of research is inestimable. Communicating without research leads to messages that don’t matter to people who are not interested or who don’t care. In this case SWA had an ongoing employee-survey program, which meant the communication team had up-to-date facts and opinions at all times. Working from this kind of knowledge is far superior to “flying blind.” Good research enables a practitioner to (a) describe the status quo (b) explain the status quo, and (c) predict what needs to be done to generate the behaviors they want or need. One of the key findings of the SWA research was that four of five employees felt the company was doing a good job of communicating. This is a major mandate to continue to do the same in the future as you have been doing in the past. For those deciding how to blend the two PR departments, this 80-percent approval rating gave them (a) the sense that molding the new company after the existing SWA model was the proper decision, and (b) an empirical rationale for that decision. Without this kind of research, SWA would have been open to charges that it just made everyone else (new AirTran staff) adjust to the SWA way of doing things. Put yourself in the position of a veteran AirTran employee being brought into the SWA culture. What’s going through your mind? What questions might you have? What fears? What did SWA do to assuage these concerns? Answer: Most people are more afraid of the unknown than they are of any identified situation. One question had to be “Am I going to fit in?” Another might be “What will I have to do (change?) to fit in?” “Wonder how SWA will structure my department?” The SWA approach of beginning the process with a review of AirTran’s communication operation was, of course, a good start. Blending AirTran’s people into the SWA communication loop while maintaining the traditional AirTran media was beneficial. Being sure to post all communication in a form (social media, traditional media, etc.) that everyone could have access to was a benefit to all employees. Finally, pulling all AirTran employees into the SWA team-building activities had to be the icing on the cake. SWA gets high marks from its employees, and much of the credit for that lies in the personal approach taken by SWA’s executives from day one. Case 3-2 BUFFETED BY MANAGEMENT CHANGES AND A ROCKY ECONOMY, A STRATEGIC COMMUNICATION SYSTEM KEEPS EMPLOYEES FOCUSED The health care industry in the United States is somewhat of an enigma these days. As one of the only “growth industries” while the US fights through the recession, health care should be a thriving business. But it is beset by many problems and unanswered questions, some of which are so mired in political posturing that no solution is possible. But, some hard facts remain. The domestic population is getting older. Our medical community has done its job well—people are living much longer than before. Medical research has given us answers to some diseases and problems and hope for even more. But even these silver linings have a cloud. Many people are in danger of outliving their savings. The “baby boom” of 1946 to 1964 is creating a bubble of people older than 65 who are going to need more care than ever before. Hospitals, health-management organizations, insurance companies, and doctors are struggling with the rising cost of medical care. Medicare and Medicaid are facing financial pressures that threaten the financial security of the entire nation. Against this backdrop, a little Vermont hospital looks hard at its operational success, and discovers it might be in a Pogo-like dilemma: “We have met the enemy, and it is us.” 1. Do you think the public relations/communication staff members understood the Rules of Effective Employee Relations (intro to chapter)? Why? Why not? Answer: It is obvious someone knew, because the plan that evolved from the hospital’s research covered the five points well. Pains were taken to tell employees everything they needed to know as soon as possible. There was plenty of bad news—layoffs, hurricanes, etc.—but hospital personnel were informed via social and traditional media, quickly and thoroughly. Simplifying the communication stream not only added clarity, it added an element of timeliness. One of the Great Truths of PR says that PR turns on timing, and the hospital knew the importance of timing and timeliness. The research that began this planned program of public relations helped define what employees wanted/needed to know, and how they wanted to receive their news. Continued research is needed to be sure those aspects are kept current. As more social media channels are adopted, that may create a major shift in employee preferences. At this particular organization, the preference for traditional media was expressed. However, when emergencies—the hurricane, for example—arose, managers were wise to switch to social media. Facebook is becoming a medium of choice for the masses. Human Resources and Public Relations professionals will be keeping an eye on this development. 2. How can an organization rebuild trust after management turnover, layoffs, and recession-driven cutbacks? Answer: The best way to start is to test the waters (research) to see how bad the damage is (or if damage exists at all). If a public relations practitioner just “assumes” that morale is suffering, then she might begin a remedial action program that could be unneeded and even harmful. Once research has established the assumption as correct, then the organization needs to go back to its research for clues on how to proceed. Remember, research lets one (a), describe, (b), explain, and (c), predict. If the research describes an employee base that is afraid, troubled, in revolt, or just mildly put off by all the changes, at least the starting point has been established. The same research can help explain exactly why the employees feel this way and help predict how the company (or hospital in this case) can help them get past the fears or doubts and go on with the business of the day. The day is past when “at least you still have a job” is good enough to put employees back in a productive mood. Letting employees in on reasons why the changes had to be made, plans for the future, and where specific people and programs fit into those plans will generally give them a comfort level on which future programs can be built. 3. Does a hospital have to be more “employee-conscious” than another endeavor—say, a production plant or a warehouse? Answer: In a way, a hospital has nothing to sell except the expertise of its employees. Yes, there is modern diagnostic equipment, lasers and such, but it is the skill of the employees that bring people to a hospital. So, yes, being conscious of the well-being of employees is of utmost importance to a hospital. BUT how successful will a production plant be if the workers are disgruntled, poorly paid, under-appreciated, and just looking for an opportunity to strike? What kind of a warehouse would you have if the employees didn’t properly check in the deliveries, store, stack, and log the merchandise so that it can be found later? How long would the place be in business if most of the orders were incorrectly assembled and shipped? So, while a hospital deals with health, life and death, it’s critical that it pay utmost attention to morale and employee wants and needs. But it is not unique in that regard. Every organization needs to realize that, without well-trained, motivated, and dedicated employees, success is problematic at best. 4. The hospital determined that a “top-down” model of communication would be the best way to be sure everyone was informed with one clear voice. What is a “top-down” model, and how does it work? Answer: The “top-down” model begins with top management originating the message and passing it along—through channels—to everyone in the organization. The best way to accomplish this (without turning it into the childhood game of “pass the message”) is through “cascading messages.” The message—complete with any explanations, background, or nuances—begins at the top of the organizational chain. Once it is assimilated at the next level, it is the responsibility of those at that level to continue the “cascade” to the next lower level until everyone knows what’s going on. Frequently visuals or even printed pieces accompany the message as it cascades downward. The weakness of this model is the training (and dedication) of each level of supervision. Unless these people have been trained (and are motivated) to properly transmit the message, it has every chance of losing something as it cascades downward. Case 3 – 3 ESTABLISHING THE ORGANIZATION CULTURE UNDER A NEW LEADER EARLY: HOW 100 DAY PLANS WORK Any leadership transition can be a difficult challenge for an organization’s public relations counselors. A transition enmeshed in partisan politics is that much more difficult to manage. The steps taken to be sure the new head of the Corporation for National and Community Service (CNCS) got off on the right foot demonstrates the value of planning and involvement of the PR staff from the beginning. How did the political implications of this job shape the plan of action? Answer: The political atmosphere in Washington, D. C. has become almost paralytic. The two party system has become a divisive, zero-sum game where winning and losing dominates the national interest. Political posturing has replaced honest debate. Political opportunists lurk, waiting to pounce. The statesmen are few and falling. Into this milieu comes a new director, needing political approval, wanting to get her agency off to a good start, build bridges, and get on with the task of allocating funds to service agencies in all 50 states. Politicians are one vital public, but so are the agencies that will carry out the CNCS mission. But there is a difference in important and urgent. Both publics are important; the political realm is urgent. The plan presented includes ample genuflection to the political realities in Washington, D.C. but does not ignore the ultimate primary public—stakeholders across the country who will manage the grants available to improve the lives of Americans. The early emphasis was on Capitol Hill because those politicians control the purse strings. The agency has been under fire from the GOP side of the aisle as a possible way to slash government spending. That’s a very real threat. If the agency is abolished or is stripped of its funds, then there is no reason for this woman to continue her job. The first 100 days were mostly devoted to political realities, which is as it should be. Once relationships are established on “The Hill” and bridges are built, not burnt, then the agency and its new leadership can go forth to fulfill its mission. How might one explain the emphasis on face-to-face communication during the first 100 days? Answer: Good PR theory has long held that face-to-face, one-on-one, or one-to-several, communication is most effective. Social media may change that someday, but for now, the personal touch is still the accepted way to build positive relationships that lead to positive behavior. This plan demonstrates knowledge of that tenet, because much of the new CEO’s time was spent meeting with, speaking to, and looking at key stakeholders, especially the political elements through which her funding would have to come. Social media were not excluded, but the CEO was confident that her physical presence would demonstrate her commitment to the success of her agency (symbolic communication) and that there would be no doubt that her efforts would be successful. A second benefit to the personal approach is the ability to read body language, provide feedback, etc. Those physical “emoticons” are lost in web-based communications, smiley faces and “LOL” notwithstanding. The 100-day model is totally arbitrary. One hundred days is a good, round figure, but of no real significance otherwise. How long should the CEO set her priority on politicians before reaching out to her other stakeholders? Answer: The 100-day period is the “honeymoon” more or less, the time the CEO has to do whatever she decides to do without outside influence or criticism. How long she waits before shifting her focus to agencies in 50 states and to other stakeholders depends on (a) how quickly she builds enough credibility on Capitol Hill to feel secure in moving on and (b) how quickly she wins over her internal publics. Coming in as an outsider to an agency that has been functioning under different leadership might be a challenge equal to that posed by Congress. She didn’t hire these people who now work for her. She’s probably going to shift some of them around and move some of them out. She will probably have some people in mind to bring in. All of this takes time, energy, and emotion. When the honeymoon is over, she has a lot of work to do. Case 3-4 PRODUCING GOOD EMPLOYEE AMBASSADORS MEANS EDUCATING EFFECTIVELY: KAISER PERMANENTE MAKES THE EFFORT The first public any organization needs to recognize is its internal audiences. Employees, staff, volunteers, whatever the nature of the internal audiences, these are the people that represent an audience on the "front lines" every day--at work, in the community or wherever they encounter the public at large
Recognizing this, Kaiser Permanente decided to organize and mobilize its employees into a force--enlightened, empowered and employed to generate support for the hospital and its programs. Questions for Discussion Do you believe employees should be responsible for being good brand ambassadors for their organization? How do you reconcile this expectation with our individual expectations of freedom of speech? Answer: Using employees as ambassadors should be an honor or a privilege, not a responsibility. If an employee does not want to be a good-will ambassador, then she or he probably wouldn’t be effective anyway. One of the weaknesses of an employee-based plan of external communication is that not all employees are happy in their jobs. They are more likely to be critical of the organization than be positive about it. Freedom of speech includes the freedom “not to speak” and any organization planning on using employees as spokespersons should recognize this. Face-to-face communication, directly from supervisors, has been proven to be one of the most effective communication tools in an organization. But in many organizations, the ability to make time for this is next to impossible. How else might you see structuring “face time” between supervisors and employees? Answer: If “face time” is really important to an organization, then management will find the time to get together. Many organizations take 15 minutes on the clock before work actually starts to go over plans, news, activities, etc. important to the workers. That’s good use of everyone’s time. How might you recommend KP use its brand ambassadors beyond what they are doing now? Answer: It seems that the program is working, based on the feedback from clients of KP. Since it is working well in general, some research into what, if anything, the community still wants to know would help plan the directions in which the program might be expanded. If people wanted to know about wellness programs available through KP, then a speakers bureau could be created with some willing employees devoting time to training and speaking out for the company. Other topics could be added as needed. Problem 3-A WHAT PRICE “GOOD” EMPLOYEE RELATIONS? Safe play, Inc. is an organization that manufactures recreation and sporting equipment and has done so for 25 years. It is a hotly contested market and as part of a strategy, the company has employed sports stars and other notables for promoting the products. In the many years the company has been in business, it has come to accept some minor pilfering of products by employees for their own personal use. Though this stealing is not publicly condoned, the organization has effectively looked the other way. However, the pilfering has recently become major thievery, with huge amounts of inventory being taken every month. After initial internal investigations, it has been discovered that a large number of employees are involved in the stealing, from blue collar workers to white-collar managers to one of the notables Safe play employs, though the roles of all members of the crime ring are not clearly known. Without all the facts, it is imperative for Safe play to choose its next actions very carefully. In this problem, public relations has been brought together with the legal and personnel departments to determine the best course of action. Legal would like to see the case become public knowledge and use legal channels for recourse. Personnel would like to keep the issue in house, dealing with most of the offenders on a person-to-person basis. Now the question is, “How would public relations handle it?” In either scenario, public or internal handling, a need for reactive public relations arises. What is your view, as public relations director of Safe play, taking into account the impact not only on internal relations, but other publics directly or indirectly involved, including families of employees involved, neighbors and the community generally, local law enforcement, news media in the trade and shareholders of Safe play? First, there is a need for employee support regardless of the way the situation is handled. The impact on internal relations is going to be great. The first step could be to assess the employees’ views on the situation. It is their coworkers who are involved and the reputation of their company is on the line. If management can gain employee support for their course of action, handling any other publics will be easier. Since the employees and their families make up a portion of the community, their positive word of mouth would be beneficial. Another reason employees should be involved is that productivity could be impacted. Depending on how the situation is handled, the plant could lose as many as 25 workers. This could have an adverse effect on productivity if the employees are not ready for this kind of loss. Having the employees involved with the decision-making process could make all other aspects of the communication process easier. Being open and honest with the media and other publics would be essential. However, if the employees support the action being taken against the offenders, that aspect could be stressed in its other communications. Soliciting employee participation in the process also may prevent a situation such as the thievery ring from happening again. In essence, Safe play, Inc. should be demonstrating that it is doing its best to amend the situation. The direct effect on consumers of the blowout from this scandal would need to be addressed as well. Anticipating ahead of time how consumers may react to this scandal can possibly shield Safe play from further negative consumer reactions. A way to deal with legal and personnel’s recommendations without setting up an adversarial situation is to simply say that those greatly affected by the situation should be the ones to decide. It would not be as though the public relations department is forcing a specific course of action. It is merely presenting a method to come to the best resolution of this serious situation. Possibly, the other groups may take offense, but it may be that the employees will chose something similar to what they had in mind. Pointing out that what happens after the situation is dealt with is as important as dealing with the situation itself may help ease any existing tension. As public relations practitioners, the ability to foresee future impact is crucial to deciding how to handle the situation in the present. If legal and personnel can foresee the repercussions of their actions, they may be able to see the possibility of other options. Problem 3 - B KEEPING MERGER HAVOC AT BAY You are the vice president of public relations for a computer manufacturing company. The CEO calls you and the vice president of human resources in for a meeting. Your company is planning to merge with another computer manufacturer. You are aware of the havoc mergers inflict on employees. You also know that unhappy, disgruntled employees don’t perform their tasks as well, can damage customer relationships, and ultimately wreak havoc on a company’s profits. You are worried about how to present this merger to the employees. Communication with employees currently is done through an Intranet site called “What’s Happening.” It’s read by most employees, but not regularly, as not everyons always has access to a computer. A newsletter goes out periodically—at least quarterly, but more often if needed. The CEO meets with upper management weekly to be informed of goals and how well they’re being met. He is a friendly, people kind of person, not afraid to speak before large groups and thinks well on his feet. He enjoys those weekly meetings with upper management. He has from time to time thought about being more available to all employees, but until now he hasn’t had the time nor the motivation to bring that about. The CEO has said he does not want anyone to lose his or her job. Some may need to be retrained, but no one will be let go. The merger will take place in two weeks, but the timing for blending the organizations will be over several months. He is asking that you and human resources work out the employee communication details and report back to him in two days. Put together the key messages you want delivered to employees, who will deliver them, and how they will be delivered. Also, plan the timing of the messages in conjunction with when the merger will actually take place. If you plan to use two-way communication, through which vehicles will employees communicate and to whom? And who will respond to their comments and questions? Is there a way to measure effectiveness? Chapter 4 COMMUNITY RELATIONS As discussed in the chapter introduction, the definition and role of community relations has changed and expanded over the years. It is more than just a company’s donation to the art council or sponsoring the neighborhood little league teams. Community relations efforts should be focused, strategic, and most importantly, effective. There are two types or levels of programming: Arm’s length “good corporate citizen” activities like membership networks, speakers bureaus, available facilities, open houses, programs around holidays, service on boards of directors, participation in public events, etc. Becoming part of the fabric of the community. This involves ambassador or constituency relations programs, opinion leader work, advisory boards, employee volunteer programs, community research, social projects, etc. While both types have their advantages, it is generally considered good practice to use a combination of the two. The authors say that community relations can be used as the core of public relations programming because it sets the tone of what the organization stands for in actions. How organizations conduct themselves in the communities where they do business can be driven by the following factors: Instant Communication encompassing burgeoning information networks that go far beyond news media data gathering. It can capture and transmit home behavior far and wide. Global Competition/The Global Village have created interest in such information, at least by competitors, activist agencies and others who have reason to broadcast it. There are three strategic levels that need to be planned and blended together for an effective program: Defensive: guarding against negative acts or acts of mission Proactive: being a leader in positive acts that appeal to key publics Maintenance: finding ways to retain relationships with publics not currently key, but still able to influence your reputation by forthright expression of their perceptions of you Exam Questions for Chapter 4: 1. How do the authors define Community Relations? Answer: In the provided text, the authors don't explicitly define community relations. However, they discuss the importance of considering the impact of the company's actions on various external stakeholders, including the community. They emphasize the need for open and transparent communication with the community and highlight the role of outreach programs or initiatives in demonstrating the company's commitment to ethical business practices and corporate responsibility. Overall, community relations in this context appear to involve engaging with and addressing the concerns of the broader community in which the company operates. 2. According to the authors, why is community relations work becoming more important and challenging? Answer: The authors suggest that community relations work is becoming more important and challenging due to several factors: 1. Increasing Stakeholder Expectations: As stakeholders, including the community, become more informed and engaged, they have higher expectations regarding corporate behavior and responsibility. This requires companies to be more proactive and transparent in their communication and engagement efforts with the community. 2. Complex Business Environment: In today's complex business environment, companies face a myriad of social, environmental, and ethical challenges. These challenges often have significant implications for the community, requiring companies to navigate complex issues and manage relationships with various stakeholders effectively. 3. Globalization and Technology: Globalization and advancements in technology have made it easier for information to spread rapidly, amplifying the impact of corporate actions on the community. Companies must be mindful of how their operations and decisions affect the community, both locally and globally. 4. Reputation Management: Maintaining a positive reputation is essential for companies to attract customers, investors, and talent. Negative perceptions or actions can quickly damage a company's reputation, making effective community relations work crucial for mitigating reputational risks and building trust with the community. Overall, the authors suggest that as the business landscape evolves and stakeholder expectations rise, companies must prioritize community relations as a strategic imperative to navigate these challenges successfully. 3. What are the two levels of community relations programming? Give examples of each. Answer: The text doesn't explicitly outline two levels of community relations programming. However, based on the context provided, we can infer two broad categories or approaches: 1. Strategic Community Engagement : • This level involves long-term, strategic initiatives aimed at building and maintaining positive relationships with the community. Examples include: • Corporate social responsibility (CSR) programs: Companies may establish partnerships with local nonprofits or community organizations to support initiatives related to education, environmental sustainability, or social welfare. • Community development projects: Companies may invest in infrastructure or economic development projects that benefit the local community, such as building schools, parks, or healthcare facilities. • Stakeholder engagement initiatives: Companies may hold regular meetings or forums with community leaders, residents, and other stakeholders to discuss issues of mutual concern and collaborate on solutions. 2. Crisis Management and Response : • This level involves reactive measures taken in response to crises or incidents that impact the community. Examples include: • Emergency response efforts: Companies may mobilize resources and personnel to address emergencies such as natural disasters, industrial accidents, or public health crises that affect the community. • Reputation management: Companies may implement communication strategies to address negative perceptions or concerns within the community following incidents such as product recalls, environmental violations, or corporate scandals. • Community outreach and support: Companies may provide assistance and support to affected individuals or communities through donations, volunteer efforts, or other forms of aid during times of crisis. While these examples represent distinct approaches to community relations programming, effective strategies often involve a combination of both proactive engagement and responsive actions to meet the evolving needs of the community. 4. What are some common areas in community relationships in which public relations is commonly involved? Answer: Public relations is commonly involved in various areas of community relationships, including: 1. Corporate Social Responsibility (CSR): • Public relations professionals often play a key role in developing and implementing CSR initiatives aimed at benefiting the community. This may include organizing volunteer events, sponsoring community programs, or supporting charitable causes. 2. Community Outreach and Engagement: • Public relations professionals are responsible for maintaining positive relationships with the community by facilitating open communication and engagement. This may involve organizing town hall meetings, participating in community events, or responding to community inquiries and concerns. 3. Crisis Communication: • In times of crisis or controversy, public relations professionals are tasked with managing communication with the community to address concerns, provide accurate information, and maintain trust. This may involve issuing press releases, conducting media interviews, or utilizing social media platforms to disseminate information. 4. Government Relations: • Public relations professionals often work to build relationships with local government officials and agencies to advocate for the company's interests and address regulatory issues that may impact the community. This may involve participating in public hearings, lobbying efforts, or supporting community development initiatives. 5. Stakeholder Relations: • Public relations professionals engage with various stakeholders within the community, including residents, businesses, advocacy groups, and non-profit organizations, to understand their perspectives, address concerns, and foster mutually beneficial relationships. 6. Sponsorships and Partnerships: • Public relations professionals are involved in identifying sponsorship opportunities and establishing partnerships with community organizations, events, or initiatives that align with the company's values and objectives. This may include sponsoring local sports teams, cultural festivals, or educational programs. Overall, public relations plays a critical role in managing and enhancing the company's reputation within the community by actively engaging stakeholders, addressing concerns, and contributing to the overall well-being of the communities in which the company operates. Case 4 1 A CLASSIC: CHEMICAL INDUSTRY TAKES RESPONSIBILITY FOR COMMUNITY CONCERNS Many industries naturally instill fear in the public, not for their behavior, but rather for the danger (or perceived danger) of what they produce. It is here that community relations programs are of great importance. Those audiences whose recognition, understanding, and approval are essential to maintaining the organization are the architects of public opinion and arbiters of corporate reputation. A well-organized, goal-oriented community relations program can help to preserve a company’s freedom to operate. It can create important public relations dividends that can be saved for that day when the company needs recognition, support, or understanding from community leaders and ordinary citizens. It can help ensure that the company will receive the benefit of the doubt during times of controversy or crisis. To what extent can a voluntary performance improvement initiative by private industry forestall government legislation and regulation on environmental matters? Explain your position. Answer: Genuine efforts at self regulation that are clearly for the benefit of those most-affected do not go unrecognized by legislative bodies. This recognition of social responsibility has allowed many industries to remain autonomous bodies. The key is responsible, altruistic behavior. For instance, the film industry’s system of self rating movies has prevented government intervention. The public clearly benefits from this practice in that they are not only given an indication of what type of material they can expect, but are also protected from being exposed to material they don’t want to see. Further, filmmakers are free from outside regulation and possible censorship. What else could ACC do to attain higher credibility for its Responsible Care initiative with each of the following?: Answer: A. The Public maintain a consistent safety record and be completely transparent about safety matters. tours of the plant facilities with explanations of various processes and the purposes they serve supplemental literature addressing products made, product uses, safety procedures and standards direct phone lines with trained staff to answer questions/accept suggestions, comments, criticisms; each call should be followed up with a written response B. Its Own Members launch informational campaign to promote awareness and adoption of the program professional development sessions on how to communicate pertinent information to their constituents design outreach programs for each member organization to implement in their own communities design training and informational programs for member staff and management policing and sanctioning of the industry itself C. Associated Industries co-sponsored, community-centered activities design/suggest models for similar programs D. Legislators and Regulators launch an informational campaign to promote awareness and acceptance of program facilitate a forum like environment, inviting feedback and input tours of the plant facilities with explanations of various processes and the purposes they serve initiate an opinion leader program to establish personalized relationships with those publics that are most important to the organization E. Activist Groups launch an informational campaign to promote awareness design a special forum environment as a venue for open scrutiny/debate; truth is the best defense to an attack tours of the plant facilities with explanations of various processes and the purposes they serve initiate an opinion leader program to establish personalized relationships with those publics that are most important to the organization 3. How could it measure an increase or decrease in credibility? Answer: periodic focus groups, initiated in the early stages and continued through the life of the program, can address the current status of issues and concerns, observing positive or negative changes in opinions about the individual organizations or the industry as a whole opinion leader program as venue for continued, on time feedback scientific polling/surveys 4. List other industries whose products or operations engender fear. What steps are you aware of that each is taking to allay public apprehension? How does the chemical industry’s Responsible Care initiative compare with what these other industries are doing? Answer: A. Hazardous waste management adequate communication of state of the art technology community outreach/education programs tours of facilities newsletters B. Nuclear power informational phone lines tours of facilities informative “safety kits” newsletters C. Infectious disease management intemal/external public education/awareness programs free testing D. Firearms: NRA offers public education on importance of use, avoidance of misuse organizations conduct weapons handling training 5. Imagine yourself living across the street from a chemical plant. List all the feelings you can think of that you might have about the plant—positive, negative, or neutral. What specific actions would representatives from the plant need to take to address your feelings? Answer:
Fear Concern Apathy
Confusion Pride Rebellion
Anger Curiosity Apprehension
It is first important that representatives recognize the feelings and the reasons for them. Information based appeals may mitigate irrational emotional reactions to the unknown. Diagnose the source of these emotions and reinforce the organization’s purpose for said source with concrete, truthful, credible information, capable of being substantiated upon request. Accentuate the positive feelings, and encourage word of mouth dissemination among opinion leaders. Identify neutral feelings and target them with positive messages in hopes of recruiting a new supporter. Communicate the benefits of the organization, and demonstrate ways in which they immediately affect me. 6. Draft a letter from a chemical plant manager to those living near the plant announcing the introduction of the Responsible Care initiative. Answer: Dear Neighbor, We at XYZ Chem., Inc enjoy being your neighbor. We also recognize the responsibility we owe to you and the rest of our community. It is with this in mind that we have adopted a new program to help ease the minds of you and your neighbors—our community. Many people are not knowledgeable about the chemical industry. Studies have shown that the fear of the unknown is far more powerful than actual bad occurrences. To correct this injustice, we, like many other chemical companies, have adopted Responsible Care, a program designed with you in mind. It calls for continuous improvement by the chemical industry in health, safety, and environmental performance. The ultimate goal is for us to have a dialogue to educate and gain input from you and the rest of the community into how we can most effectively improve our performance in a manner that is responsive to your needs. We invite you to attend a number of events including tours of our facility and focus group discussions. We will keep you posted on dates and times. If you have any questions about the program, please feel free to attend our informational open house on April 14, 20xx. We look forward to a lasting relationship with you. CASE 4 - 2 COMMUNITY RELATIONSHIPS MAINTAINED DURING HOSPITAL CLOSING A good hospital is a key element in the “livability” measure of today’s cities and towns. Without dependable medical care, otherwise desirable areas are less popular than those with good health care facilities. The health care industry has been in a state of flux for the past decade as hospitals face increased “managed care” programs, companies attempt to reduce group insurance costs and society increasingly expects everyone to have medical attention regardless of an individual’s ability to pay. An increasing litigious society has caused many hospitals to close emergency rooms, trauma centers, and OB/GYN centers. Hospitals have sought to build non-patient revenues via “health center” and “wellness” programs, but these have failed to stem the tide of red ink many old-line hospitals face. For many, this means shutting down expensive (or risky) programs, turning away the indigent, or, as a last resort, closing. Mercy Hospital in Detroit found a way to close its doors in East Detroit in a humane way by putting the interests of patients and stakeholders at the forefront of a community-oriented program that balanced the needs of the public with those of the hospital and its owners. 1. You are the public relations director of a closing hospital. Your public relations plan calls for a community town hall meeting. Some people in the community don’t have phones or computers. How will you alert everyone about this meeting? When will you hold it? How many times? Who will attend from the hospital? What is your goal for the meeting and how will you achieve that? Put together a plan addressing these issues. Answer: The goal for the town hall meetings is to inform those in the community around the hospital about what is going on with the hospital. Environmental scans and some secondary research will tell how many (and even who) are without traditional communication tools such as telephone and/or computer. To adequately inform all stakeholders in the area, additional intervening publics must be used. In this instance, opinion leaders are good options. In ethnic neighborhoods, especially, opinion leaders and thought leaders have great credibility with associates. Pastors, politicians, or business operators have frequent contact with their peers and associates, and can be effective in getting the word out. Another option is the ethnic media. For example, African-American or Spanish-language papers have a strong following in those neighborhoods. A final option would be flyers distributed door to door or posted in gathering places such as local businesses and restaurants. The meetings should be held at regularly scheduled times (first Monday of each month, for example) at a time when most of the primary public can be there, usually early evening. At these meetings, the hospital administrator or other high-ranking official should present an update on schedules and conditions, address what has been done to meet concerns previously raised, and listen to any new concerns from the neighborhood. If necessary, departmental heads should be present for consultation. The goal of these meetings is to achieve understanding and acceptance of the closing, and to reassure those affected that their health is going to be safeguarded via the planned successor organizations or whatever contingency plans have been made to provide such services. These plans must include that these people will receive medical care in the future, including names of doctors, their addresses and phone numbers. Not all of this information needs to be in place during the initial meeting(s), but eventually will have to be determined and communicated. A small survey could be administered at each meeting, registering attitudes and identifying issues to be covered in the future. 2. Many depend on the hospital for their own and their children’s health needs. The plan calls for input and feedback from the community. What will you do with their comments? What if your CEO is unwilling to listen? Answer: Anytime stakeholders are asked to comment, there is an implied obligation to take this information and put it to use. In this case, the public relations office could analyze the data from the residents and patient families and break it out by subject (questions, suggestions, concerns, etc.) and pass it along to the appropriate departments within the hospital. This distribution would have a “response “ deadline for those receiving the information. These responses would then constitute the content of either the next meeting or of some regular communique such as a newsletter, an advertisement, etc. If the CEO is unwilling to listen to the concerns of the populace, then it is better to not solicit this input. Such a CEO would be tough to work for, and care should be taken to be sure where the CEO stands vis à vis the closing—compassionate, arrogant, etc. Knowing this, the PR people can deal with the reality of the situation, even if it’s bad. At some point, even the most reluctant CEO will see the business consequences of the decision, so the public relations department has as its goal the edification of the chief—perhaps as first order of business. 3. Take as an example the hospital closest to where you live. Who do you think are the opinion leaders for that hospital? Make a list and identify who would contact them (based on position of person in the hospital), how they would make contact, and what the message strategy would be. Answer: There are likely internal and external opinion leaders. Internally, there are employees, supervisors, union stewards and managers who are respected and who are in daily contact with an element of the hospital. Since employees are usually a No. 1 priority, using these opinion leaders will facilitate buy-in from the internal audiences. Externally, an equally important set of opinion leaders exists, from the Board of Directors to doctors to patients to people, important to segments of the neighborhood or community. These people would be contacted on an “eye to eye” basis—that is, they would be contacted by their peers at the hospital, each trained to appeal to each opinion leader’s sense of community and fair play. “One Clear Voice” is vital here because a mixed message could be fatal to a distrustful public. The message is one of care, concern, and compassion. It is also one of finality. The hospital will close. How it will close, when it will close and what will happen to those who depend on it will constitute most of the message—reassurance to those affected. Case 4 3 THE STRUGGLE FOR NUCLEAR POWER Certain issues demonstrate a conflict of public relations activities. A good example is the controversy surrounding nuclear power. There is little room for compromise in such issues. Proponents of nuclear power consider its expansion essential to industrial growth and to the continued prosperity of the nation. Opponents feel the risk of nuclear accidents greatly outweighs any benefits that nuclear power might provide. The case, “The Struggle for Nuclear Power,” is not a case which leads to an easy “win¬win” solution among its partisans. Rather, it is a case in which combatants seek to enlist the support of those who have not taken sides on the issue or who see their own role as neutral referees, such as the governmental officials or units that either regulate nuclear energy or that must give approval to evacuation plans or other essential elements in a nuclear power plant’s operation. What responsibilities does a business have to the community, if any? Answer: The company should be aware of what it provides a community—taxes, employment, local purchases, and volunteer resources. In the case of Seabrook Station, it also supplies electric power. The principal role of community members to Seabrook Station is that of customer. It is part of the business community, and it should do everything in its power to strengthen mutual dependence within that community. It should create an atmosphere of mutual understanding and respect with all elements of the community. Should a business that produces a controversial product or service have obligations that surpass legal and regulatory mandates? Why or why not? Does your answer depend on whether the product (or promotion of the product) is potentially hazardous or lethal to our environment or to humans? Answer: Any business that produces a product as controversial as nuclear energy will find a tight web of legal and regulatory mandates encompassing its activity. Law and regulations deal with rational phenomena, but a greater hazard is likely to be emotion. A nuclear plant must be prepared for emotional public outrage. Public relations professionals face a special challenge when they encounter situations that are perceived to be a threat to the environment or to worker or customer safety. Their obligations to the public are likely to surpass legal and regulatory mandates. Organizations in such situations must recognize that perceived dangers may be more meaningful to the public than actual dangers. Legal and regulatory mandates may be resolved by scientific data, but public fears require demonstrations of openness, honesty and good intentions. (See case 4.1.) Public relations professionals must be prepared to interpret environmental concerns to industrial executives, to counsel these executives on the public relations effects of their proposed policies or actions, to communicate industry’s public safety accomplishments, and to convey industry’s responses to criticism. On the other side of the issue, public relations professionals of environmental, worker safety, or consumer groups will be alert to counter any actions or public statements by the industry that seem to pose a threat to public safety. These responsibilities are heightened if a plant’s operation or its products are potentially lethal to the environment or to humankind. Public relations professionals must go out of their way to demonstrate openness, concern for safety, strict adherence to all regulations and operating policies relating to safety, and an openness to public scrutiny. Groups promoting public safety can gain adherents when they can demonstrate that an organization that poses nine potentially lethal threats to society does not give recognition to opposing groups, a hearing to their concerns, and consideration to their advocates. At the same time, these groups cannot be so partisan that critics can point to their own failure to give recognition, hearing, or consideration to the goodwill efforts of the industries they are opposing. Develop some proactive and reactive strategies that Seabrook will need when decommissioning the plant and disposing of the spent fuel rods, or if the radiological emission risk correlations show that the plant has become dangerous. Answer: The question creates two scenarios. First, what should be done when the plant is decommissioned and its spent fuel rods must be disposed of? Second, what should be done if radiological emission risk correlations show that the plant has become dangerous? The first question centers around whether or not off-site facilities are available for spent fuel rods. In such a case, transportation of the spent fuel rods safely to the disposal site will be the issue in question. This will require protective containers for the fuel rods, a route to the disposal site that avoids high risk travel, cautionary measures that anticipate all possible forms of accident en route, and means of encountering staged opposition at the disposal site. On the other hand, if the spent fuel rods are to be stored on site, then evidence must be green that on site storage poses no threat to the environment. From that point on, the spent fuel rods become an additional reason for continuous monitoring of background radiation near the nuclear plant. The second question deals with high radiological emission risk correlations while the plant is in operation. In this instance, Seabrook should shut down the plant, identify the problem, and not resume operation until the problem is solved. Resumed operations should begin with ample public notification, and should be phased in with the same cautionary procedures as the plant’s initial operation. 4. After the problems in Japan, what messages or activities can the nuclear power industry use to revive what was the growing interest in returning to nuclear power in the United States. Answer: After the challenges faced in Japan, the nuclear power industry in the United States must adopt a strategic approach to revive interest in nuclear power. Here are some key messages and activities they can utilize: 1. Safety Assurance: Emphasize stringent safety measures and continuous improvements in reactor design and operation to ensure the highest level of safety for both the public and the environment. Highlight advancements in technology and protocols aimed at preventing and mitigating the impact of potential accidents. 2. Transparency and Accountability: Commit to transparent communication with the public regarding operational procedures, safety protocols, and any potential risks associated with nuclear power. Establishing open channels of dialogue with communities, government agencies, and regulatory bodies fosters trust and demonstrates accountability. 3. Environmental Benefits: Highlight the role of nuclear power in reducing greenhouse gas emissions and combating climate change. Position nuclear energy as a clean, reliable, and sustainable source of electricity generation that complements renewable energy sources in achieving carbon reduction goals. 4. Economic Opportunities: Showcase the economic benefits of nuclear power, including job creation, local economic development, and energy security. Illustrate how investment in nuclear energy infrastructure contributes to long-term economic growth and competitiveness. 5. Education and Outreach: Launch comprehensive public education campaigns to increase awareness and understanding of nuclear power, dispel misconceptions, and promote informed decision-making. Engage with stakeholders at all levels, including community leaders, educators, and the general public, through outreach events, educational materials, and interactive platforms. 6. Collaboration and Innovation: Collaborate with industry partners, research institutions, and government agencies to drive innovation and research in nuclear technology, safety, and waste management. Encourage public-private partnerships that leverage expertise and resources to address challenges and drive continuous improvement in the nuclear power sector. By prioritizing safety, transparency, environmental stewardship, and economic viability, the nuclear power industry can rebuild confidence and reignite interest in nuclear energy as a vital component of the nation's energy portfolio. Case 4 4 DRIVING COMMUNITY BEHAVIOR TO SAVE ENERGY AND THE ENVIRONMENT It was in the year 2007 that a grassroots movement took hold across the state of New Hampshire. Its purpose was to have communities sign a New Hampshire climate change resolution prior to the 2008 presidential election. One hundred and sixty-four New Hampshire communities, including Temple, passed the resolution at their annual town meetings. This vote led to the appointment of a Temple town energy committee tasked with making recommendations to reduce emissions and save energy at the local level. The committee used the resolution’s passage as a triggering event to kick-start environmental-conservation and energy-saving programs within the town. While Temple, New Hampshire has been successful in its efforts, other communities still struggle trying to get environmental programs off the ground. A particularly difficult group to reach is homeowners who have more wealth. The motivating factor of “saving money” is not in the cards for many. What strategies, tactics, or messages might you recommend in a wealthier town? Answer: More affluent demographics still have opinion and thought leaders. One strategy might be to go to these leaders and convince them to speak out on the societal benefits of energy conservation. Political leaders could also be valuable intervening publics. Municipal buildings could be adapted to be more energy efficient. The town could apply for energy-saving grants. It could sponsor conservation seminars, etc. Finally, don’t forget that wealthy people did not become wealthy by wasting money. Don’t give up on the economic benefits of conservation. What other methods could you devise to reach out to community members to get them to come and participate in town functions—particularly when it is freezing outside? Answer: The best argument would be to “come inside where it is warm.” Have the functions in a building that is using energy-efficient heating to demonstrate how toasty energy conservation can be—while still protecting the environment or lowering a carbon footprint. Demonstrate how warming conservation can be. Discuss how these changes might have been achieved even if the ice storm had never happened or the RGGI grant not been given. Answer: Having good fortune fall in one’s lap is beneficial, but being able to drive the desired behavior regardless of fate or fortune is a better strategy. Temple could have used some of the tactics described in questions 1 and 2 (above) to create a favorable environment for energy savings. The City could have adopted a “little steps” strategy of converting one building—house, municipal building, commercial location—at a time with a very public “hit list” of target locations. With each small step, the journey gets shorter and easier. Problem 4 - A HELPING ISN’T ALWAYS EASY Students are asked to design a research program for a civic organization’s failed educational program. The media, evidently, has not been a useful tool and other techniques must be employed, but it will take research to determine what those techniques are. To begin, form a team of five or six dedicated “doers” in the organization who are committed to this project. Also, alert the national organization of your intentions and inquire about possible assistance from them. Use your team to tackle the following basic research steps: Gather all the secondary research you can find on general volunteerism. Consult the local library, volunteer organizations, etc. Talk with people at volunteer organizations to see if you can find out why people volunteer and also the barriers to it. Research other literacy programs (both locally and nationally) and talk to some people about how they recruit students, etc. Talk to some people who fit the definition of the people you’re trying to recruit and find out what would make them want to sign up for help and what would prevent them from doing so. Also, organize a focus group or individual interviews with the people already signed up. If further research is required, remember that written surveys are out of the question for students and many in this demographic group will not have telephones. Only after this collection of background information is gathered can design of the actual public relations program begin. It’s likely that research will prove that in order to recruit students, you will need to make brief personal announcements of the program in factory break rooms and put up fliers in laundromats, bars, and social service agencies around the lower income areas of town. Since we already know that minorities are especially vulnerable to the situation, it would be a good idea to use minorities to help recruit students. Problem 4 - B ADJUSTING TO A CHANGE IN COMMAND A change in leadership can be a tumultuous time for an organization and its surrounding community. Without proper planning, change can be disastrous, but with it, the window of opportunity is wide open. George has several options to preserve the gains he has made for the school in the last few years. He can: Sit back and let things develop for better or worse. After all, he’s getting no direction from the new president and doesn’t seem to be responsible for much anymore. This would be the easiest of all the options, but would do nothing to secure the current relationships the college has. Approach the president with no plan. This approach is better and will help begin a relationship with the president, but without putting some thought into what role he might like the president to play, George may miss a valuable opportunity. Approach the president with a plan (or at least some ideas). Take the initiative and be flexible in your thinking until you speak with him and hear what he has in mind. Be proactive and use Opinion Leaders of the president (the older faculty) to find out what he might be thinking. Don’t forget that, used properly, OLs can also be used to get messages to the president. The most effective way of establishing a proactive relationship with the president would be to go to him with a plan in mind and work together on refining and implementing that plan. Keep him apprised of the activities of the department so he feels connected and may eventually feel comfortable enough with his new role to come to you with concerns, questions, etc. The overall strategy for maintaining the college’s relationships could include meetings with Opinion Leaders to discuss the transition to new leadership and what they would like to see happen. It’s important to keep those points in mind when preparing a plan with the new president. Small meetings should be arranged with faculty, staff, community leaders, etc. to introduce the president and get him familiar with the new role. Of course, it would be the role of the public relations department to organize the meetings and prepare the president as much as possible beforehand. The new president could be presented as a conservative intellectual, who thinks a great deal about new concepts before implementing them. This may be a welcome relief to a college that has just gone through some transition. He will not be able to fill the same role as the past president and there should be some thought about who will fill those voids. Support for this strategy could be gained by presenting ideas to the president first for approval, then getting buy in from Opinion Leaders. Including him first will allow him to make decisions with your counsel and allow him to trust you in the future. Problem 4 - C BRINGING THE COMMUNITY TO CONSENSUS You are an employee of a public relations firm that focuses on raising money for the fine arts. A large client of the firm wants to find funding in order to relocate the city’s largest Center for the Arts within a yet-to-be-built state of the art facility. You meet with your peers and discuss taking on this large assignment. There are several key factors to consider. Most important will be how the community will react to such a change. The Center’s current home is legendary, dating back to when the city was first built and has held many memorable performances. Parents love to bring their children to the plays and musicals that are performed there; many enjoy its opera and classical music performances. Film festivals and dance performances have also been held there. However, the Center is old and in need of repair. Estimates for the needed repairs and for long-term upkeep are high. This client feels it would be more financially sound to build a new facility than to pour more money into the old building. The advantages for building a new Center (state-of-the-art acoustics, up-to-date technology, as well as more comfortable seating) weigh greatly against the community’s desire to keep the old building and find funding to repair it in future years. There is also the matter of convincing the entire Board of Directors. Some of the members are in favor of keeping the old building and feel that historically, it is too valuable to abandon. Knowing that you need to sway opinion within the community as well as the board of directors, how would you begin? What information do you need and how would you get it? What specific audiences would you target? Which audience must you reach first? How do you propose to reach all the various audiences? How would you use two-way communication in your plan? Would opinion leaders work here? If so, how would you find them? Consider also the future use of the current building. How can that become part of your plan? Solution Manual for Public Relations Practices: Managerial Case Studies and Problems Allen H. Center, Patrick Jackson, Stacey Smith, Frank R. Stansberry 9780132341363, 9780136138037, 9780130981530, 9780137384778
