One of the challenges we in public affairs and PR face is that new technologies have enabled us to reach so many more people with our messages in an increasingly wider variety of media. But in the process of ’making news’ or developing grassroots support, some people try too hard to create the impression of public interest. And they’re not always forthright about their intentions.
One of the challenges we in public affairs and PR face is that new
technologies have enabled us to reach so many more people with our
messages in an increasingly wider variety of media. But in the process
of ’making news’ or developing grassroots support, some people try too
hard to create the impression of public interest. And they’re not always
forthright about their intentions.
I know this can be shaky ground - PR deals with information and
images.
Public affairs deals with information and issues. Where and how do you
cross the line into manipulation?
Not so long ago, I received a promotional newsletter from a PR firm
touting its ability to obtain major media coverage in support of public
policy issues. There was a photo of one of the firm’s principals
appearing on a talk show as a representative for a coalition formed to
support a health/safety issue. On the same page was another picture of
the same person appearing on the same show as a sportsman offering tips
on the environment.
What was wrong with these pictures? First, viewers of the talk show did
not know that this gentleman was a paid spokesman and that the
sponsoring association had an economic interest in the resolution of the
issue.
Second, viewers did not know that he was a paid PR man first and a
sportsman second.
Think of the possible damage that could have resulted if this
information had come out at a later date - perhaps on another story on
the same show.
Why should any practitioner make his or her client fear disclosure? Very
little - if anything - is to be gained by a company hiding its
involvement in a public issue.
Embracing openness gives a company something to stand behind in its
dealing with the media, government officials and its communities. When a
company talks about issues publicly, it shows that it is for something,
not against everything.
More companies are recognizing disclosure not merely as an effective
communications tactic but as sound business practice as well. Some
examples: holding editorial board meetings with the press and using
corporate web sites to explain important issues.
And finally, in hiring PR consultants, these companies are establishing
performance goals related not merely to the amount of media exposure or
the passage of legislation, but to reputation management. Due to new
information techniques, public expectations are high for companies to
become more transparent. In this environment, no company wants to be
seen as the corporation that operates in the shadows.
