Dr. J. E. Aitken, Professor, Communication Arts
229 Copley, 8700 NW River Park Drive, Parkville, MO 64152. Office or message: (816) 584-6785
Office hours as posted on office door. joan.aitken@park.edu

Wk1 or Unit 1 INTRODUCTION TO THE COURSE

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Sometimes an analogy can help people connect new learning to what they already know. Thus, to emphasize the role of stories in organizational communication and leadership, this course provides visuals from and about the motion picture industry. Hollywood has been a powerful storyteller in our society.

Symbolic convergence is a theory that suggests that the exchange of stories comes together to create meaning between people. The idea is that by telling stories--whether or not they are true doesn't matter--we create a fantasy that conveys values and meaning. People retell the story, adding their particular perspectives to the story. Ultimately, the story changes and evolves through the telling. When you go to work and hear about what happened to Pat in accounting, for example, the values of the organization are transmitted. As we tell personal stories of success or company jokes, we create meaning about who we are in our organization, what we believe, and what we expect. You can understand how meaning is conveyed through stories. You can find additional information on the topic from educational websites such as this one http://www.colorado.edu/Communication/meta-discourses/Papers/App_Papers/Young.htm

Maybe you're not a screenwriter, but you already tell stories as part of your personal and professional life. As you read and tell stories in this course, you will shape perspective, understanding, and learning.

In this unit, you will analyze communication and leadership regarding the use of narratives. In addition, we'll talk about the purposes of public relations and employee relations. Finally, we'll talk about two very different types of leaders, Winston Churchill and Oprah Winfrey.

Now, let's discuss how we use narratives to construct meaning.

Background on Symbolic Activity

Directly quoted or closely adapted from

Wood, J. T. (2004). Communication theories in action: An introduction. Belmont, CA: Wadsworth.

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Bormann suggested that people come together in groups as a type of symbolic convergence. This coming together is particularly important because what we say, the stories we tell, and the memories we relate affects our perceptions and the understandings of others.

Mead regarded symbols as the foundation of both personal and social life (symbolic interactionism). In Mead's view, the mind and self are acquired in the process of interacting with others. We create our identity through our communication with others. Our mind is created through our ability to use symbols that have common social meanings.

Self is the ability to reflect on ourselves from the perspective of others. When we consider the "looking glass self," we are talking about how we perceive ourselves as a reflection of others. Symbolic interactionists explain that we learn to see ourselves mirrored in others' eyes. Our perception of how others see us are lenses through which we perceive ourselves.

The self-fulfilling prophecy is when individuals live up to the labels others impose on them. In a sense, what we expect to happen is more likely to happen because of our perceptions. Humans have the distinctive ability to be both the subjects and the objects of their experience.

Picasso's art: Girl Before a Mirror

Pablo Picasso, entitled Girl Before a Mirror http://www.artlex.com/ArtLex/m/images/mirror_picass_girlbefore_lg.jpg

From this point of view, "I" is impulsive, creative, spontaneous, and generally unburdened by social individuality and of criminal and immoral behavior. "ME" is the socially conscious part of the self, who reflects on the I's impulses and actions. The ME is analytical, evaluative, and above all aware of social conventions, rules, and expectations.

Mead saw the I and the ME as complementary.

Symbolic interactionists claim that our meanings for things reflect the perspectives of both particular others and the generalized other. Individuals also use the perspective of the generalized other to decide what things mean.

HOW PEOPLE CREATE MEANING

People act on the basis of what things mean to them. Thus, meanings are the basis of behavior, including communication.

Symbolic interactionist claim that meanings are formed in the process of interacting symbolically with others in a society.

Symbolic interactionists believe that the meanings individuals confer on experiences, feelings, events, activities, other people, and themselves reflect the internalized perspectives of particular others and the generalized other.

Mirror

Symbolic interactionists believe that people act on the basis of what things mean to them AND that meanings are formed in the process of interacting symbolically with others in a society. Blumer insists that individuals construct their action through a process of personal interpretation.

DRAMATISM -- Burke

Kenneth Burke was known for his theories about communication dramatism. Life is a drama, which involves conflict and division that threatens some existing form of order. You may want to conduct a search of educational sites about Burke's ideas, such as http://terpconnect.umd.edu/~jklumpp/comm652/unit1.html

IDENTIFICATION

All things have substance, which is the general nature or essence of a thing. Consubstantiality is identification with each other. Consubstantiality is what makes communication possible. We can understand one another only because there is some overlap in individuals' substances (experiences, language, goals).

Communication can't be perfect because there are also differences and divisions that keep individuals from being completely consubstantial. Communication is the primary way that we increase our identification, or consubstantiality, with others and diminish our division, or separateness, from others. Division is always present and is the impetus for communication that seeks to build identification.

GUILT

Burke had an interesting perception, in that he thought guilt is the central motive for human action, specifically communication. Any tension, discomfort, sense of shame, or other unpleasant feeling that humans experience is guilt. In Burke's judgment, we continuously feel guilt and are continually attempting to purge ourselves of the discomfort it causes. Picture of guilty looking man. Guilt arises because of the gap between what is in the case (personal shortcomings, imperfections in relationships, social inequities) and the perfection that we can imagine.

HIERARCHY

Another idea from Burke is that language allows us to create categories and evaluations that are the basis of social hierarchies, such as socioeconomic classes, title in organizations, and degrees of status and power.

PERFECTION

Our symbols allow us to conceive and name perfect forms or ideals that are at the top of the hierarchy: A flawless relationship, a completely egalitarian society, your ideal weight, a perfect LSAT score, or a world free of war.

PURGING GUILT

Burke suggested that purging guilt is the principal goal of communication. First, we may engage in mortification, which is blaming ourselves. Victimage is identifying an external source for some apparent failing or sin. Victimage often takes the form of scapegoating, the placing of blame into a sacrificial vessel whose destruction serves to cleanse an individual or group of sin.

THE DRAMATISTIC PENTAD (HEXAD)

Picture of Red carpet

Here is the overall view of Burke regarding communication as drama.

ACT is what is done by a person.
SCENE is the context.
AGENT is the individual or group that performs an act.
AGENCY is the means an agent uses to accomplish an act (channel).
PURPOSE is the goal of the act.
ATTITUDE is how an actor positions herself or himself relative to others and the contexts in which she or he operates. Added later, thus the hexad.

RATIO is a proportion that shows the emphasis of an element in the pentad.

NARRATIVE THEORY -- Walter Fisher

"Humans are by nature storytelling beings and that the narrative capacity is what is most basic and most distinctive about humans. According to Fisher, humans are storytelling animals. Fisher (1987) believed that we make sense of our experiences in life by transforming them into stories, or narrative form. . . .Storytelling, in other words, is an ongoing human activity, one as natural and nearly as continuous breathing" (Wood, 2004, p. 105).

"Humans are wonderfully creative and imaginative beings. . . .We are able to invent and accept new stories when they better explain our lives or offer better directions for future living than the stories we have grown up hearing and believing" (p. 113).

Home is where your story begins poster

WHAT IS NARRATIVE RATIONALITY?

In Fisher's view, not all stories are equally compelling. We judge stories on the basis of a distinctively narrative form of rationality, thought to be quite different from conventional criteria of rationality. The two standards for assessing narrative rationality are coherence and fidelity. We also look at the coherence of stories: Do all parts of the story seem to fit together believable? WHAT IS STORY FIDELITY? The extent to which a story resonates with listeners' personal experiences and beliefs. You can find out more about these ideas by conducting a search of educational site on the Internet, such as http://www.uky.edu/~drlane/capstone/group/narpar.html

WHAT DOES THE NARRATIVE MEAN FOR ORGANIZATIONAL COMMUNICATION AND LEADERSHIP?

Stories are important to shaping what we know about ourselves and others. Stories help develop the culture of an expectation and the climate for communication.

In this course we will look at stories about organizations (public relations cases and problems) and stories about exemplary leaders. By analyzing the communication involved, you will be able to translate communication and leadership research into practices.

WHY DO CASES EMPHASIZE PUBLIC RELATIONS?

Public relations is an important and well-researched field within communication and leadership. For undergraduates, the cases offer ideas for future public relations professionals. For graduate students, public relations offers an additional area of study to round out your program.

Public relations professionals provide leadership to the their community, employer, and employees. Public relations professionals use communication strategies with care. By discussing public relations-related cases, you will gain insights into how effective communication can be used in various contexts. Are you ready?

IT'S SHOWTIME!

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Unit 1 Input

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Case Study Book 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 open system is seen as 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" which tend to prevail in all public relations campaigns and 18 "proven maxims" which 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:

1. A codified body of knowledge and a growing bank of theoretical literature, precedents and case studies;
2. Insight into human behavior and the formation and movement of public opinion;
3. Skill in the use of communication tools, social science technology and persuasion to affect opinions, attitudes and behavior;
4. Academic training including the Ph.D., offered in colleges throughout the world and professional development available through a multiplicity of professional societies;
5. A formal code of ethics;
6. A service that is essential in contemporary society;
7. Nobility of purpose in harmonizing private and public interests -- thus enabling individual self‑determination and democratic societies to function.

Chapter 2

HOW PUBLIC RELATIONS DEALS WITH PROBLEMS AND OPPORTUNITIES

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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 in that it covers the basic steps needed for any planned program of public relations to be successful.

The process includes:
A. Fact-finding activities (research)
B. Analysis, planning and goal setting
C. Actions and communication
D. 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 so-called “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 modeling

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. The two-way symmetrical approach to communication. holds that only by considering the wants and needs of the subject first can the public relations communication meet those needs and be successful. This theory provides empirical support for Bernay’s “merging of public and private interests.”

Chapter 3

EMPLOYEE RELATIONS

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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 in 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 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 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 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 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.

PROBLEMS

Problem 3 -- A

WHAT PRICE "GOOD" EMPLOYEE RELATIONS?

Safeplay, 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 Safeplay employs, though the roles of all members of the crime ring are not clearly known. Without all the facts, it is imperative for Safeplay 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 Safeplay, 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 Safeplay?

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 co‑workers 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 would 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 were 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, Safeplay, 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 Safeplay 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, 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 could 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 all always have 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 employee, but until now neither the time nor the motivation has been enough 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. 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 what vehicles will employees communicate and to whom? And who will respond to their comments and questions? Is there a way to measure effectiveness?

Baldoni

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PROLOGUE

The chief reason leaders fail is lack of execution. Failure often comes because of communication failures.

Of the ten reasons cited in why corporations fail, four can be attributed to communication failures.

Five key factors of a successful presidency: vision, pragmatism, consensus-building, charisma, and trustworthiness.

Communication is difficult to carry out consistently.

Leaders can have many different styles.

What all these leaders have in common is a commitment to a cause larger than themselves. Each of them is using communication to further the leadership message through words and deeds.

Leaders need to integrate communication into everything they do as leaders so that their communications, both oral and written, emerge from who they are as leaders and within the appropriate cultural context.

Baldoni Chapter 1: What is leadership communications?

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Effective messages are built upon trust.

The message emerging from a leader whom we trust is said to be a leadership message.

Traits of leadership communication include:

Significance (about big issues).
Values.
Consistency.
Cadence (messages occur with regularity and frequency).

Purpose of Leadership Communication

Affirm organizational vision and mission.

Drive change.

Call people to action.

Reinforce organizational capability.

Create an environment in which motivation can occur.

Promote a product or serve and affirm its link to the organization's vision, mission, and values.

Picture of question mark. Think about this!

What are your sources of power at Park University and where you work?

Describe the nature of your personal power.

How can you increase your power and influence?

Describe your ethical framework for leadership. What do you believe and how do you model ethical leadership?

Give one example of how you have used the five principles of exemplary leadership to resolve an organizational problem.

Give one example of how you have used the five principles of exemplary leadership to improve your decision-making.

Communication is primarily about kinship within the culture.

Communicating the leadership message over and over again in many different circumstances lets employees come to a better understanding of what the leader wants, what the organization needs, and how they fit into the picture.

Culture is often referred to as the way an organization behaves, including its attitudes, beliefs, actions, and value system.

Winston Churchill: The Lion Who Roared for His People

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Churchill's Communication Skills:

Knew how to describe a scene, present a point of view, and tell a good story.
Put his audience at the center of the action.
Direct and straight with his people.
Known for meeting and mingling with people.
Used questioning (interrogation).
Kind to his adversaries once he had defeated them.

Sir Winston Churchill

Churchill's Lessons:

Give people ownership of their own destiny.
Be consistent and repetitious.
Lead from the front.
Be curious.
Publicize your message.
Be honest.
Live your message.

Thich Nhat Hahn photo

Thich Nhat Hahn

photo credit

Keep the faith through activism about social and humanitarian needs.
Communicate clearly.
Keep it simple and practical, focusing on the smallest details.
Tell stories to make leadership authentic and memorable.
Live the vision.

What's your story? picture.

http://www.craigwortmann.com

Baldoni Chapter 12 (Quoted or Closely Adapted): Leader As Storyteller

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Through storytelling, leaders can frame a current experience through the prism of context and character.

Power of Story

Cautionary tale
Reassurance
Inspirational messages
Determination
Reflection
Humorous anecdote
Kindness to strangers
Courage and vision.

Storytelling can take the form of play-acting.

Oprah Winfrey--Life As A Story

Oprah is naturally empathetic and philosophical about her role. She collaborates and crusades for issues.

Leadership Lessons from Oprah Winfrey

Communicate in multiple ways.
Make a stand.
Delegate to complement.
Take a stand.
Live your message.

Oprah Winfrey and Larry King

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In this unit, you used Symbolic Convergence Theory as a foundation for story-telling that transmits organizational culture and leadership. We talked about stories of example organizational leaders in the United States to identify communication and leadership behaviors. You synthesized strategies for effective organizational communication leadership in employee relations, community relations, and consumer relations. We talked about Leadership Communications, as exemplified by Winston Churchill -- The Lion Who Roared for His People, and the Leader as Storyteller, as exemplified by Oprah Winfrey.

In the next unit, we will focus on the Five Practices of Exemplary Leadership (Kouzes & Posner). You will discuss community relations. You will look at the leadership story of Rudy Giuliani.

“Their story, yours and mine -- it's what we all carry with us on this trip we take, and we owe it to each other to respect our stories and learn from them.” Author Unknown

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Unit 2

Exemplary Leadership and Community Relations

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According to Winston Churchill:

"The price of greatness is responsibility."

In this unit, you will talk about case studies relevant to community relations. As an approach to leadership, you will consider the Five Practices of Exemplary Leadership (Kouzes & Posner).

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Unit 2 Exemplary Leadership and Community Relations

Review of Last Unit's Cases and Problems

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Case 3 -- 2

SOUTHWEST AIRLINES -- WHEN FUN, LUV AND PROFITS GO
HAND-IN-HAND

Love and fun are great -- if accompanied by the kind of profits that make them possible. Southwest Air has discovered it can deliver profits while employees enjoy their jobs because happy employees are the key to happy customers. Those who fly Southwest have found the "attitude" of Southwest employees refreshing, so much so that Southwest has posted 28 years of profits. Obviously, love, fun and profit can co-exist.

1. In a tight labor market, it can be tough to find experienced employees – let alone ones who are willing to incorporate love and fun into their jobs. As manager of employee communication for Southwest, you are asked by the director of human resources to develop a recruiting plan using existing employees. What are some of the strategies you might suggest?

Because existing employees are known for being happy, loving people, the company can sponsor a "love in" where existing employees dress in '70s garb and get a bonus for every prospective employee he or she personally escorts to the party. Appropriate food and beverage would be part of the program, as would be a presentation by a senior executive and the human resources staff. Interviews could be scheduled with an additional incentive for those who are hired and those who sponsored them. Finally, prizes would be awarded for best costumes. The whole event would have a festive air, indicative of the light-hearted approach to employee relations at Southwest.

Another option could be a traditional job fair with similar incentives for employees to bring in potential employees. A "secret" bonus might be offered for those who bring in experienced airline workers who are ultimately hired.

A third option might be staging a "talent show" with potential employees given the opportunity to "try out" for jobs by doing the off-beat things Southwest is famous for – singing, joking, etc. Once again, the source of these potential employees would be existing workers, but the focus would be on the "guests" as they "audition" for their jobs.

2. How would you handle this situation? You are working late one evening in Southwest's media relations office and receive a phone call from the police. It appears two Southwest employees were robbed on airport grounds. How will you respond to:
A. Reporters questioning the company's ground security?
B. Employees' concerns with safety?
C. Calls for information from victims' families?

The first order of business is to do appropriate research so that any outward communication is based on fact, not rumor or report. If, indeed, the two employees were robbed, then the “how, when, where and who” facts must be determined. From this research, a fact sheet needs to be prepared so that any and all questions are addressed from the same page.

Specifically, with the news media, one must tell them what is known at the time that is relevant to both their questions and the internal security of the airline. How serious was the robbery? Was it personal funds or corporate funds that were lost? Was anyone injured? These questions are fully within the bounds of appropriateness and can be answered.

As for the larger question of on-site security, a statement can be prepared that says, in effect, that employee security is the first priority at Southwest and that the incident is being investigated to see if (a) the circumstances warrant any changes in police or procedure and if (b) the incident is within the purview of Southwest, the airport or the local police. Questions about the alleged culprits should be referred to the police.

Employees need to feel secure in their jobs so, as soon as possible, a report to employees should be drafted and put in the hands of all supervisors who can then speak personally to the workers. This message can outline, in general terms, what happened and what steps are being taken by the airline, airport and/or police to maintain secure premises.

Calls from the victims’ families should not come to the media relations person, but should be handled in a pro-active way by direct supervision or by human resources – at a high level. One would hope the families would be notified as soon as the incident has been reported, and that they are able to speak personally to their loved one(s) immediately.

Case 3 -- 3

CREATING A COLLABORATIVE, EMPLOYEE-DRIVEN VISION FOR THE FUTURE: ATLANTIC SOUTHEAST AIRLINES

Two-way, symmetrical communication is the heart of most good public relations programs. Internal communication is particularly suited to good two-way dialogue because the primary public—your employees—are close at hand and you know a lot about them already.

Atlantic Southeast Airlines recognized the Great Truth about involvement in planning leads to ownership and acceptance. Thus, by involving the employees in every step of the development of the mission statements, ASA reaped the benefits of a sound plan that had immediate acceptance with the primary public. (Editor’s note: In September, 2005, SkyWest, Inc. acquired ASA in a $425 million purchase. ASA is now a wholly-owned subsidiary of SkyWest.)

1. What are some other ways you might have measured the behavioral impact of the communications audit research if you were a member of the Corporate Communications department?

Any planned program of public relations should have specific, measurable goals. Whether the primary public is internal or external, establishing goals gives the practitioner the opportunity to see how successful the program was. While this program is an internal one, it can still have measurable, behavioral goals. They can be internal, such as reduced absences or tardiness, increased efficiency as measured by better baggage handling, fewer “communication breakdowns,” or better on-time performances. Internal programs are designed to improve the quality of the employee and the workplace. These things can (and should) be measured.

2. One of the themes from the research was that ASA employees felt they were not always speaking with one voice because Delta Air Lines had such a different corporate culture. What are some strategies you might have put in place to help them with better and more seamless communication with their parent company, while still maintaining a unique identity?

Photo Delta plane.

http://www.allamericanpatriots.com

Communicating directly with Delta likely fell to the management-level employees. However, all employees likely felt they were affected in some way by the differences in the two companies’ cultures. Throughout most of ASA’s history with Delta, the parent carrier was struggling financially while ASA was seemingly prospering. This probably contributed to the disconnect for ASA employees.

One technique that ASA might have employed with its workers would have been to interpret what was going on with Delta for those working for ASA. Most employees fear the unknown, and Delta’s financial security during the time it was affiliated with ASA was pretty much uncertain. Most people can deal with the truth, it’s the unknown that causes concern. Another tactic that might have been fruitful would have been to help Delta understand that ASA employees needed insight into Delta’s plans and prospects, making the ASA people feel more “on the same team” as the Delta people.

3. In the research, employees talked about what was important to them as far as rewards and recognition. The case mentioned some of the ways that Corporate Communications changed the program to reward team efforts and thank people in meaningful ways. Most of these changes involved increased internal recognition. What programs or ideas do you have about ways to thank employees externally, involving the customers they are serving in the process?

Appreciation and recognition are annually in the top five of things an employee wants from her or his employer. The management of ASA knew this, and did a commendable job of providing the employees with continuing appreciation for jobs well done. Internal appreciation works well, especially if it’s done in front of the peer groups that mark the local workplace.

Had ASA wanted to externalize these rewards, it would be simple to do. Many businesses have “Employee of the Month” awards characterized by an employee’s name and picture posted where all can see. For an airline, this would be tough, but the same thing could be done in the in-flight magazine, where any passenger could see.

Depending on the specific markets involved, a monthly advertisement in the local paper could feature the various employee awards for that period—monthly or annually.

4. What do you see as the pros and cons of building a vision/mission statement for an organization in this fashion? Would you recommend doing it the way ASA did or going with the more traditional top-down approach? Explain. What if your CEO wanted to promulgate his or her own vision? How would you present the alternative?

The immediate advantage to a cooperative effort is found in the Great Truth about involvement. "Involvement in planning leads to ownership. . . " and in this case, the employees had every reason to both "own" the vision and mission statements and therefore support them. Once one has been a part of the planning, it's hard to oppose the plan.

The disadvantage is that in many large organizations, many don't have the same " “vision" or perspective as top management. Management is hired (and fired) because of the need for leadership, vision and strategic planning. Not every e employee will have these attributes. Allotting some decision making responsibilities to the rank and file is a good thing. Leaving long-range planning to the democratic process might be a liability.

In the case of ASA, this seemed to be a good idea for a couple of reasons. First, top management seemed to truly want, and appreciate, input by a broad range of employees. Not every company's management feels this way. Second, the company seems blessed with employees who were looking out for the best interests of ASA, not just grinding personal axes. That, too, is rare in big companies.

If management wants to set its own guidelines, promulgate its own vision and write its own plans, there is little the VP/PR can do except recommend some input through employees, the union or other employee-centered groups. For example, a survey of employee attitudes toward company policies, a meeting with departmental supervisors, etc. might yield some information that would help shape policy while not restricting management's responsibility to plan, direct and lead.

Case 3-4

KODAK COMMUNICATES ONE-ON-ONE WITH ALL OF ITS EMPLOYEES

Change is always hard for most organizations to manage. Kodak found that changing business conditions, changing management and changing competitive environments had left many of its employees wondering where they fit into the Kodak picture. Uncertainty in the workplace had led many workers to wonder if Kodak management were up to the task of managing all this change. To address these concerns, Kodak created an employee-focused program designed to relieve uncertainty and to give employees a reason to believe in management.

1. In today’s "wired" world, why is face-to-face communication a better option than a broadcast, email, fax or voicemail?

People today are certainly tuned into the "wired" world in a big way, and Kodak is proud of its technology, but all employee communication research shows that workers want to hear the news that is "really" important from those sources they know and trust -- immediate supervisors.

Plus, the face-to-face communication strategy puts a "face" on the information, and that face is familiar. It has a name, and that name is recognized.

A third reason face-to-face communication is better than electronic communication is the two-way symmetrical nature of one-on-one communication. Questions, body language and feedback all stem from physical presence not available via electronic message boards.

2. How does effective communication affect morale?

Adequate and timely communication is the essence of morale. Employees want and deserve to know early and frequently any "news" that affects their jobs, their working conditions and/or their futures. Morale is built of equal parts of job security, growth opportunity, respect, communication and compensation. Of those five factors, communication is the route to knowing and understanding the others. Primarily, complete and timely information -- good and bad -- shows an employee he or she is respected and trusted enough to hear important information about the company and its future. That, alone, would build strong morale in most organizations.

3. How can a communication program address problems created by falling stock prices, dwindling market share and layoffs?

Communication is the ONLY WAY to address these concerns. Communication won't make the problems go away or reverse them, but adequate and timely communication, face-to-face, will enable a company or other organization to keep employees up to date on what is happening and what the company management is doing to correct a problem or maximize an opportunity. Most people are more afraid of the unknown than of the worst reality. A good communication program, administered by people employees trust, is the best way to keep morale up, even in the roughest of times.

http://www.kodak.com/

4. Do you see a correlation between the attendance at the Kodak briefings and the people who say they have a better understanding of the company?

The most obvious is the number 81. Over the first year, employees attending the meetings rose from 57 percent to 81 percent. At the same time, those better understanding the company rose from 71 percent to 81 percent. A simplistic evaluation would be that those who attended the meetings had a better grasp of the company and its problems and opportunities. This evaluation is accurate. Communication is a two-way process. Management can communicate all it wants, but the employees must hear, listen, consider and act on the news. Those at the meetings are going to get the message. Those that are not at the meetings will most likely be the last to know (and first to go?).

5. How would you prepare lines supervisors to best communicate with those reporting to them?

Most supervisors got where they are by being good at "doing" the required tasks. That means they were good workers, productive, punctual and ambitious. Communication was most likely not one of the skills required to win the supervisor's position. To effectively communicate important information to their subordinates, most supervisors probably need some preparation. An initial step would be to meet with the supervisors to impress upon them the important role they are about to assume. They need to know that they are an important link in the success of the company. Second, some tactical training might be needed. What support will be given? An AV tech? Training in PowerPoint? Listening skills training? How will they be expected to handle feedback? Are the forms easy to use? How will they follow up with their audiences on questions that require input from those "up the line"? Lastly, some "dress rehearsals" would be practical so those who are uncomfortable in the new role can practice in front of friendly faces. With supervisors comfortable and feeling needed and appreciated, they can be counted on to do an effective job as communicators.

Unit 2 Exemplary Leadership and Community Relations

Objectives

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At the end of this unit, you should be able to:

Analyze communication and leadership regarding community relations.

Compare communication behaviors from cases to the Five Practices of Exemplary Leadership (Kouzes & Posner).

Unit 2 Exemplary Leadership and Community Relations

Input

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Case Book 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:

1. Arms length "good corporate citizen" activities like membership networks, speakers bureaus, available facilities, open houses, programs around holidays, service on boards of directors, and participation in public events.

2. Becoming part of the fabric of the community. This process involves ambassador or constituency relations programs, opinion leader work, advisory boards, employee volunteer programs, community research, and social projects.

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:

1. Instant Communication encompassing burgeoning information networks that go far beyond news media data gathering. It can capture and transmit home behavior far and wide.

2. 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:
1. Defensive: guarding against negative acts or acts of mission
2. Proactive: being a leader in positive acts that appeal to key publics
3. 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

Problems

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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, social service agencies and 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:

1. 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.

2. 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.

3. 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, OL's can also be used to get messages to the president.

a. 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.

b. 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.

c. 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.

d. 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?

Five Principles of Exemplary Leadership

The most widely accepted scholars on the topic of exemplary leadership of Kouzes and Posner. Perhaps you've read their work. If not, you may want to check out their website. http://www.leadershipchallenge.com/WileyCDA/

Synopsis and Ideas from Kouzes and Posner (quoted directly or closely adapted) (Preface)

Leadership is Everyone’s Business

Photo of person on a cliff.

Picture Credit

Today there are new factors influencing leadership:

Heightened uncertainty.
People first (families first)
We’re even more connected (Internet).
Social capital: The collective value of people who know each other and what they’ll do for each other—human networks make things happen.
Global economy: From an economic perspective the world is boundaryless. There are more countries in the world today than a decade ago.
Speed. We’ve been cranking up the pace for centuries now, and we expect instant response.
A changing workforce: Young people in powerful positions, less stability, organizations no longer loyal to employees (distrust).
Even more intense search for meaning: Openness about spirituality.

Ordinary people can guide others to places they have never been before.

Leadership is learned!

Leadership is important in every sector, in every community, and in every country.

Leadership development is ultimately self-development.

Meeting the leadership challenge is a personal--and a daily--challenge for all of us.

This course studies and implements exemplary student leadership behaviors based on the Kouzes and Posner model. Here's a quick summary quoted directly about the Kouzes and Posner principles.

James Kouzes and Barry Posner developed a survey (The Leadership Practices Inventory) that asked people which, of a list of common characteristics of leaders, were, in their experiences of being led by others, the seven top things they look for, admire and would willingly follow. And over twenty years, they managed ask this of seventy five thousand people.

The results of the study showed that people preferred the following characteristics, in order:

Honest
Forward-looking
Competent
Inspiring
Intelligent
Fair-minded
Broad-minded
Supportive
Straightforward
Dependable
Cooperative
Determined
Imaginative
Ambitious
Courageous
Caring
Mature
Loyal
Self-controlled
Independent

The main part of the book discusses the five actions that Kouzes and Posner identify as being key for successful leadership:

Model the way

Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do.

Inspire a shared vision

People are motivated most not by fear or reward, but by ideas that capture their imagination.
Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own.

Challenge the process

Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation.

Enable others to act

Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action.

Encourage the heart

People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers this with stories and passions of their own.

Overall, it is difficult to ignore the combined views of 75,000 people. The placing of honesty first is notable and highlights the importance of telling the truth to those they would lead. The overall process identified is clearly transformational in style, which again has a strong focus on followers.

Leadership Matters

Leadership is not a fad. It's a fact. It's not here today, gone tomorrow. It's here today, and here forever.

Leadership makes a difference. Try naming one significant movement that wandered leaderless into the history books. And leadership matters most in times of uncertainty. The study of leadership is the study of how men and women guide us through adversity, uncertainty, hardship, disruption, transformation, transition, recovery, and new beginnings. Challenge is the opportunity for greatness. Given the daunting challenges we face today, the potential for greatness is phenomenal.

People matter. Even in today's wired world, it's not the web of technology but the web of people that matters most. Leaders can't do it alone. Success in any project, organization, enterprise and in life has been, is now, and will continue to be a function of how well people work and engage with each other. Success in leadership depends on your capacity to build and sustain collaborative human relationships.

You matter. People who become leaders don't always seek the challenges they face. Challenges also seek leaders. It's not so important whether you find the challenges or they find you. What is important are the choices you make when stuff happens. The next time you say to yourself, "Why don't they do something about this?" look in the mirror. Ask the person you see, "Why don't I do something about this?" The legacy that you leave will be the life that you lead.

You may find the speech from this movie to be an interesting perception of leadership.

Scent of a Woman Speech

Baldoni Chapter 2: Who are you . . . and why are you talking to me?

Closely adapted from Great Communication Secrets of Great Leaders, by John Baldoni.

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Rudy Giuliani Rudy Guiliani Photo

Charlie Rose -- An hour with Rudolph Giuliani

Giuliani's Communication Leadership Principles:

Lead from the front.
Be seen as the leader.
Elevate the status of sacrifice.
Show the human side.
Give in to levity.
Live your message.

Wizard of Oz - Ruby Slippers Movie Poster from posters.com

In this unit, you compared communication behaviors from cases to the Five Practices of Exemplary Leadership (Kouzes & Posner). You discussed cases related to Community Relations, and analyzed the communication and leadership strategies Rudy Giuliani. Here's a fun photo of Giuliani.

“There are many qualities that make a great leader. But having strong beliefs, being able to stick with them through popular and unpopular times, is the most important characteristic of a great leader.” -- Rudy Giuliani

Wk3 or Unit 3 Consumer Relations

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In this section, you will study communication and leadership related to consumer relations. As you read the cases and leadership stories, you will want to evaluate the strategies used for success or the lack of success.

By way of introduction, find a video to watch on the Internet of Katharine Graham, the Publisher of the Washington Post. She was a powerful communicator and leader. Charlie Rose -- KATHARINE GRAHAM OBIT. (from 2/5/97)

“Who gets the risks? The risks are given to the consumer, the unsuspecting consumer and the poor work force. And who gets the benefits? The benefits are only for the corporations, for the money makers.” -- Cesar Chavez

Cartoon about easy thinking

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Wk3 or Unit 3 Review of the Previous Unit's Case and Problem Questions and Answers

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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.

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 re-assure 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?

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 communiqué 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 concern, 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.

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

Vintage 1951 Cannes Film Festival Poster

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 which either regulate nuclear energy or which must give approval to evacuation plans or other essential elements in a nuclear power plant's operation.

1. What responsibilities does a business have to the community, if any?

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.

2. 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 humans?

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 which seems to pose a threat to public safety.

These responsibilities are heightened if a plant operation or products is potentially lethal to the environment or 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 in that they can demonstrate that an organization which 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.

3. Seabrook offers an informational phone line for communities and employees to call whenever questions or concerns arise. This phone line accommodates the local towns surrounding Seabrook Station. Do you think this phone line would be more effective if it were a national 800 number, thus making it available to all U.S. residents? Why or why not?

The Seabrook communications staff identified employees, Massachusetts and New Hampshire residents, local and national media and the financial community as prime publics. Not all of the plant's employees live within the region served by a local telephone number. Only a small fraction of Seabrook's other key publics are served by a local telephone number. There's a strong likelihood that situations will arise when employees, community publics, the media and the financial community will all want information from Seabrook at the same time. Therefore, it is not desirable for all of them to be served by the same phone lines. A better form of communication would be to have three separate 800 numbers, one serving employees and residents outside the local calling zone, one serving the news media and one serving the financial community. Each of these three groups is likely to require a different response from Seabrook's information system. An up-to-date website is a must.

4. Develop some strategies that could strengthen the messages or effectiveness of the remaining opposition.

Once a nuclear plant is in place and is functioning, the role of the opposition becomes more difficult. If all goes well, the public and governmental regulators are likely to leave well enough alone. Therefore, the role of any opposition group concerned about Seabrook's operation is to monitor the operation closely. If there is any hint that the plant is not maintaining proper safety procedures, or if governmental regulatory agencies are lax in their supervision of its operation, the opposition group has a wedge with which to threaten its continued operation.

As indicated in the case analysis, SAPL and C 10 are independently monitoring the levels of background radiation in the area around Seabrook Station. If there is no enhanced threat of radiation, the groups' options are rather limited. However, if radiation should increase, or if Seabrook's management should take some action which appears to pose a threat to public safety, the groups should immediately spring into life. At this point they should seek to enlist the support of the nationwide anti nuclear community as well as residents. Activists should seek to get the national media involved, since local media are less likely to challenge a local industry.

5. Develop some proactive and reactive strategies that Seabrook will need when decommissioning the plant, disposing of the spent fuel rods, and if the radiological emission risk correlations show that the plant has become dangerous.

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 which avoids high risk travel, cautionary measures which 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.

Case 4 4

NUCLEAR WASTE GOES DOWN THE DRAIN

One of the Great Truths of public relations holds that “perception is reality, facts notwithstanding.” Never has this been more true than in Albuquerque, NM, where the Department of Energy and local hospitals wanted to dispose of low-level radiation-tainted water via the city sewers. While the levels of radiation were low—not harmful—one can imagine the perceptions created by this proposal.

Meanwhile, next door in Nevada, the Department of Energy is trying to place a national nuclear disposal site 90 miles from Las Vegas at Yucca Mountain. This plan, too, is meeting vigorous opposition from the state, local Native Americans, and concerned citizens of all ilk. It seems no one wants nuclear waste, either in the water or in the mountain.

1. If you were a public relations practitioner working at a local hospital that was dumping low-level radioactive waste into the sewers, what would you have counseled management to do during the Sandia attempt to gain authorization to dump its waste? Why would you recommend that?

The public relations team for the local hospital would be wise to recommend the hospital keep a low profile during the Sandia dispute. The hospitals already have permission to dispose of radioactive waste, and it’s going well. There are no problems. There is nothing to gain by supporting Sandia and there is risk in opposing the initiative. Keeping quiet is a better alternative.

Having said that, however, this is not the time to do nothing. At any time, your hospital could be called into the fray, either by the media or by the warring factions. A wise counselor would be busy preparing information about the amount, source and disposition of the hospital’s waste, as well as building bridges to decision makers who might want to revoke the hospital’s license when and if the Department of Energy is turned down.

2. Would it have been possible to convince the citizens of Albuquerque to allow the dumping of radioactive waste in the sewers? Why do you believe this? What tactics could Sandia have used to allay the fears of the public?

It is highly doubtful that the people of Albuquerque would be willing to allow radioactive waste to be dumped into the sewer. There is a perception of massive downside with no upside. By letting the DOE dump, they citizens gain nothing. If the best thing that can happen is nothing, then most people will decide the concept is flawed. Especially when the potential exists for radiation seeping into the environment.

Sandia used every tactic known to the practice, but it was swimming up a powerful stream. Citizens don’t like governmental interference, and they are afraid of radioactivity. Governmental radiation is a fatal cocktail. All the fact sheets, environmental reports and high-level testimony won’t overcome the reality of radioactivity flowing into the streams of the city.

3. Why was PERC successful in gathering so much public support? What did it do differently than Sandia?

Edward L. Bernays once said “People want to be led where they want to go.” This is the principle at work here. PERC was successful because it was on the “right” side of the issue. Those opposed to something like nuclear energy or radiation have the upper hand in these confrontations because they have no obligation to “prove” anything. They can simply say “What if…” and their opponents have to prove the stated condition won’t happen. Sandia had to demonstrate beyond a reasonable doubt that its waste would be “safe” in the sewers of Albuquerque. All PERC had to say was “what if it isn’t.”

PERC’s tactics probably were not all that persuasive, but it’s primary and intervening publics were already persuaded. All PERC had to do was lead them where they wanted to go.

http://www.epa.gov/

4. If you were the EPA’s public relations director, what would you do to reach the opposition and communicate about the risks involved at Yucca Mountain? Do you think it’s possible to reach a win-win solution? If so, how? Or must the government strong-arm its plan into place? If it pushes through it plan, what do you think will be the consequences?

The risks at Yucca Mountain are well known to the opposition. The EPA has a tough sell, because the perceived risks are immense while the rewards are tiny in comparison. Yucca Mountain, under the best-case scenario, will get a few jobs and government money. Under the worst-case scenario, the area loses ground sacred to its Native American population and is under the constant cloud of radiation seeping out of the ground and into their lives. There is nothing “in” this deal for the people.

Will there ever be an accord? It’s unlikely. "Do I think that we will come to some sort of agreement? No. I think that is because the DOE has come in bad faith" said Catherine Cortez Masto, Nevada's Attorney General.

The government’s only recourse is to take the mountain, put the waste into the repository, and hope for the best. The people of Nevada are already irate. They can’t get any more angry. The state has few people and fewer electoral college votes, which is probably why it was selected to be a nuclear dump in the first place.

CASE 4 -- 5

GRASSROOTS EFFORTS SAVE AN HISTORIC PIECE OF LAND

Directors Chair from posters.com

Small towns, especially those in historic areas such as New England, often face troubling decisions. Property taxes are primary sources of revenue for these towns and citizens are reluctant to add sales taxes or income taxes to broaden the base.

On the other hand, much of America's early history was writ in these small towns more than 200 years ago. Any attempt to recover, save or preserve historically significant properties are threats to the local tax base -- putting the towns and its citizens in the awkward position of having to choose between preservation of history and preservation of the present.

Two economic issues were at the heart of the effort to save the Exeter Town Hall site. One was the money ($150,000) needed to acquire the land. The other, and more troubling issue, was the removal of a prime piece of downtown property from the tax roll.

Straddling this issue required the deft touch of good public relations strategy and tactics. Fortunately, the property in question is located adjacent to another historic property -- the Dudley House -- that was home to the public relations firm of Jackson, Jackson & Wagner. Senior counsel Isobel Parke took a leadership role in the effort that preserved the Town Hall site as a public park.

Her strategy of a "stealth" campaign and "working under the media radar" proved successful. Opinion leaders replaced the media as intervening publics. Vocal opposition was neutralized and proponents held fast to achieve the desired goals -- raise the $150,000 and get the town council to approve the park.

1. Consider the efficacy of a "stealth" campaign. What conditions must be present for a stealth campaign to be the best option?

A stealth campaign is one in which the communication is pointedly directed toward proponents and believers quietly so as to not unduly alert opponents and likely opponents. These campaigns are the best options when the population base is small and manageable, when the issue is highly personal and relevant to a dedicated core of believers and when external exposure is likely to mobilize opponents to a greater degree than they might be otherwise.

In the Town Hall case, all these conditions were present. The primary public was the town council, which had to approve the project, and even commit funds toward its purchase. The organizing committee was loaded with respected citizens of the town who acted as opinion leaders and whose influence in the town could not be denied. And, finally, the opponents -- not of the park, but of removing the land from the tax base -- were convinced to be "good citizens" and not rally against the project. The stealth strategy kept the issue from the eyes and ears of the general population until all the vital planks in the plan were in place.

2. Was the inclusion of "opinion leaders" on the steering committee beneficial? How? Why?

The inclusion of opinion leaders was a key element in the success of the plan. In a small, homogeneous town like Exeter, people know each other. It is in this environment that opinion leaders excel. Trusted friends are sought for advice and the steering committee was stacked with these people. Anyone in Exeter looking for advice on the park would likely encounter one of the steering committee members.

3. Evaluate the tactic of not attempting to convert those opposed. Is this a risky strategy? Why? What can be done to reduce any risk this strategy carries?

Any organization has only finite resources and energy. How those resources and that energy are allocated depends on a few factors:

A. What does the effort require? Do we necessarily require total buy-in? Or can the goal be met with majority or plurality of support?

B. Is it possible to convert everyone? Or, perhaps more important, is it possible to convert everyone with the resources at hand?

Ignoring a sizable portion of a potential primary public is risky. However, ignoring them is not as risky as alienating them or promoting their involvement against the cause. Research will tell you if the opposition needs converting or if they can be successfully ignored. Letting sleeping dogs lie is sometimes the best policy, and research will describe and predict when it's time to let the dogs rest in peace.

4. Evaluate the role "small town America" played in this campaign. Would these tactics succeed in New York or Los Angeles? In your hometown?

A stealth campaign works best in smaller, homogeneous markets where people tend to know each other and where interests are usually divided into two or three areas. In a major metro area such as New York or Los Angeles, a stealth campaign would probably be doomed. Major media, professional activists and diverse interest groups could prevent any "stealth" from staying under the radar. Anti-tax activists would never be mollified by an appeal to "civic pride" in a major metro area, for example, as they were in Exeter.

Likewise, the role of opinion leaders is reduced in such markets. Where millions are involved and politics is an industry, the role of opinion leaders is mitigated by the number of people, diverse interests and sheer volume of communication. What could proponents have done if the opposition and media took a vocal, opposing stance to the park?

The strategy would, of course, have to change. A stealth campaign won't work once the issue has become highly public and emotionally charged. If activist groups and media are raising the visibility of the issue, it has to stand on its merits -- as communicated by proponents.

Here the strategy would be to position the historic value of the land as being greater than the price paid and the taxes lost. It's a strong argument, especially since the price of the land ($150,000) and the opportunity for collecting taxes are small considerations when compared to losing an important part of local history.

As it turned out, the local populace was able to raise more than enough money to buy the land which obviated the initial opposition. Its possible payments in lieu of taxes could even be raised via private donations.

5. What could proponents have done if the opposition and media took a vocal, opposing stance to the park?

If there had been persistent, vocal opposition to public funding of the park, then the proponents had an obvious option--go private. As it turned out, there was more than enough private money to buy the land and set it aside as a park. Vocal opposition would have served as a clarion call to those who supported the park, so the proponents could acknowledge the opposition, raised the money needed, and moved on regardless.

Case 4-6

ONE COMPANY’S BATTLE RESURRECTED IN A HOLLYWOOD MOVIE: WHAT IS THEIR BEST DEFENSE?

W.R. Grace is not alone in wanting to protect its good name. Having your company pilloried for misdeeds, real or imagined, is a public relations director's worst nightmare. Via the Disney movie, W.R. Grace was facing a third dose of the same medicine it faced twice before in the original trial and with the publication of the best-selling book derived from the legal action. That W.R. Grace decided to take preemptory action is not surprising. However, was it wise?

http://www.grace.com/

Shakespeare once wrote "Methinks he doth protest too much. . . ." One of the questions any public relations strategy must answer is "doth we protest too much?" In other words, does our communication make us look guilty? Does this communication bring more understanding and enlightenment to the issue, or does it again raise unpleasant issues to the public agenda level? Do we add more heat than light?

If these questions cannot be addressed positively, then the strategy is flawed, and in serious need of rethinking. One way to test a strategy is via research. Research can describe, explain and predict. If W.R. Grace had done some basic research, tested opinions and attitudes of key constituent or stakeholder groups, for example, it might have been able to predict the success of its efforts.

If that research included a preview of the film, or at least a reading of the script, then W.R. Grace might have realized its role in the film was not as significant as it had assumed.

W.R. Grace also violated one of the cardinal rules of corporate communication, the Law of Inside-Out. Organizations need to start communication from the inside, with employees, stockholders, and stakeholders, before "going public" with the message. By following this traditional roadmap, it's nearly impossible to overlook key publics because you touch each base as you come to it Defending one's good name is an important concept, and throughout this casebook one will see companies such as General Motors and Johnson & Johnson taking steps to validate their reputations. Could W.R. Grace have done a better job?

1. Environmental issues like those addressed in the Massachusetts incidents have become hot topics. What are some of the behaviors driving the key players on both sides of these situations?

Behaviors differ with the motivation. For some, the behavior is driven by a sincere desire to see a better, safer and more healthful planet. These are sincere people, zealous perhaps, but truly dedicated to making this world a better place to live. For the most part, these are reasonable people with whom an organization or corporation could even partner to realize the goals of both groups involved.

Many times, such groups make good sounding boards and even action arms for an equally dedicated organization looking to be a good corporate citizen.

Others pursue an issue because of personal relevance. If one's home is built on or near an environmental question mark, then the home owner is likely to be highly involved. This is the law of "self interest" and it manifests itself in the "NIMBY" or "NOPE" attitudes. Once the issue becomes less personally relevant, this advocate normally fades away.

Some are "professional" activists who are involved in any and all issues affecting anyone, so long as a TV camera or a reporter is around. These people are skilled at self promotion and are often useful to ad hoc groups looking to raise a particular issue or cause to the public agenda level.

Finally, there are the public figures and officials. These people know there are two ways to be a leader, convince others to follow, or find a parade and get in front of it. Politicians are frequent visitors to the latter strategy, looking like leaders and looking for votes by "getting in front of" populist issues such as the environment. Their prominence makes them visible spokespeople, readily available for media interviews.

2. Your public relations firm was hired by W.R. Grace to handle the company’s strategy around the release of “A Civil Action.” What are some of the situational factors that would have been important to evaluate before developing a plan?

If your firm is going to help W.R. Grace plan its strategy, the plan must start with research. Only after appropriate fact finding can a strategy be planned. In this case, the situational factors are key elements to the strategy:

1. What is W.R. Grace's role in the film -- prime suspect or role player?
2. What are attitudes toward W.R. Grace after the trial and book? Are these attitudes likely to be exacerbated or mitigated after the film is released? What behaviors have resulted from these attitudes?
3. What are key publics saying and doing vis à vis W.R. Grace now? What can be predicted if the film is released?
4. What, if anything, can be done by W. R. Grace to change perceptions before or after the film?

Once these factors are assessed, a strategy can be constructed around the knowledge gleaned from the data.

3. Keeping those issues in mind, what would be the main objectives of your plan, and what tactics would you use to achieve them?

The objectives of the plan would be based on research. If research showed an opportunity to make some headway against the damage already done by the trial and the book, then maximizing that opportunity would be the goal. If the damage was severe and lasting, then recovery would be the goal. If key publics were feeling neglected, then inclusion would be the goal.

Tactics would vary with the goals of the strategy but, in general, the shaping of perceptions via communication would be the major tactic. By segmenting the audience around shared self interests, communication can be orchestrated to address these interests or concerns.

Intervening publics that can be trusted, such as opinion leaders, and direct communication via Internet or personal communication, would be implemented. Town hall-style meetings or community open houses might be useful if the research revealed there is distrust in the community.

4. List the positive and negative steps, W.R. Grace took in this case. Be prepared to defend your decisions.

Positive:
1. A good cleanup effort that was praised by regulatory groups
2. Community relations activities with schools, fire departments, etc.
3. Pro-active stance on the movie -- thinking ahead.

Negative:
1. Bad job of communicating with employees and community
2. Over-reacted to movie without seeing it
3. Failed to understand the "enemy"
4. Failed to do adequate research
5. Had no "tacit social license" or legacy of trust with the community and
employees which were two key groups.

Unit 3 Consumer Relations

Input

Movie Poster from posters.com

Case Book Chapter 6

CONSUMER RELATIONS

This chapter considers the nature of communication and leadership in consumer relations and the relationship between public relations and marketing.

For many years, marketing was a popular way of attracting people (and their dollars) to everything from hospitals to universities to churches. While this re-established a key point of public relations philosophy, it sometimes pushed public relations departments into a secondary role versus marketing. As public relations practitioners and professors know, there is much debate over whether public relations is a part of marketing or vice versa, or whether they are both essential strategic services and thus, equal factors.

Recently, the functions of public relations and marketing have come close together as demonstrated by the dominant customer relations strategy, relationship marketing. Today we know that customers want to be served, not sold, and relationship marketing incorporates public relations principles like personalized, one-on-one dialogue with the marketing of products and services. Integrated Marketing Communication (IMC) further strengthens PR’s role.

A Syphony for the Bottom Line Poster from posters.com

Marketing and public relations share some fundamental concepts, including analyzing market opportunities (research), selecting target markets (publics), developing a marketing mix (communication and action plan) and managing the marketing effort (evaluation). However, public relations does four things that marketing cannot do:

1. Public relations is concerned about internal relations and publics.
2. Public relations cares about noncustomer external publics and the environment in which the organization operates.
3. Public relations operates on the policies of human nature, while marketing focuses on consumer behavior.
4. Public relations may work to stabilize or change public opinion in areas other than products.

Technically, both marketing and public relations support the sales function. The difference is that marketing concentrates on selling, while public relations incorporates building relationships with all stakeholders, including supporting sales to customers.

Originally, public relations' role was to make people:

• aware of the product or service in the first place;
• knowledgeable about the benefits and advantages of the particular product or service, and
• constantly reminded and reinforced in favorable feelings toward the product or service.

These are all one-way communication vehicles, which we know are ineffective in today's competitive society.

Today, we know that effective communication is TWO WAY, interactive. The use of blogs, interactive websites, Facebook, and Twitter, for example, demonstrate a new era of communication and leadership.

More recent activities of public relations include:
• Forming user groups or customer service departments to personally build customer loyalty.
• Adopting customer satisfaction programs in which the entire organization is focused on delivering not just a good product or service, but also the quality and personal interactions consumers expect when making a purchase.
• Concentrating the publicity and promotion activities on taking customers away from competitors (which beer and cigarette makers state as their primary reason for publicity and advertising).
• Protecting the reputation of the product or service, and of the organization, in a period of consumer activism, government regulation, competitive predation, global marketing and similar conditions which bring a continual bevy of public issues to bear on every organization and industry.

Problems

Russian Movie Poster from posters.com

Problem 6 -- A

WINE BAR NEEDS POSITIONING

The owner of a wine bar comes to your newly established communications firm in search of more business. You need to conduct some research to determine how to manage customer satisfaction—how to attract new customers and retain current ones. Also, you need to develop a one-year strategic marketing plan. The owner has a budget of $11,000. Consider the types of issues Berry should be speaking out on and how to position the bar as a socially responsible drinking establishment.

With only $11,000 for the whole project, research will have to be conducted on a small scale. Customer Comment cards can be an inexpensive way to determine how customers heard about the establishment and what they liked/didn't like about it. In addition, informal discussions between the wine bar staff and customers can add insight into why they are there. Since it's more difficult (and more expensive) to reach non-patrons, it may be easier to begin now with an awareness campaign.

As part of the campaign, the client should be encouraged to join the Chamber of Commerce and other local organizations. This is an opportunity for networking and getting the name out. Offering the facility for a meeting or special event is an excellent way to get people inside. As for messages to promote, Mr. Berry should obviously be involved in promoting the use of designated drivers and should institute a program that rewards that behavior on the part of his customers.

Problem 6 -- B

GOOD INTENTIONS, BAD RESULT

After loaning several used motorized carts to a local festival planning committee, the son of a festival official was injured while playing with one. As the Customer Relations director of the company that owns those carts, set an objective, strategy and main tactics to resolve the problem. What would you recommend as the dos and don'ts of customer satisfaction in the future and the communication about those relations?

The objective should focus on getting through the current situation without losing any customers in the community, now or in the long-run. The strategy would likely be to communicate honestly and openly about the incident, showing concern for the accident victim and his family. Then, a more visible community relations effort can take place. Tactics to consider might be an honest effort to console the victim and his family, whether publicly, or better yet, privately. Also, complete cooperation with investigating authorities will be helpful, as will a stepped-up community relations program. It might be a good idea to require a safety check on all carts loaned out and a lesson for the drivers. Ads mentioning or refuting the incident should not be considered.

In the future, it may be suggested that when a piece of equipment is loaned, that party sign a release form absolving Bart's Cartmart of any wrongdoing in case of an accident. Assuming the cart in question was in proper working condition, there shouldn't be any reason to reduce the amount of community activities the company participates in. If the cart is found to be defective, you will have a more serious problem that will require much more attention.

Problem 6 -- C

TURNING CUSTOMER COMPLAINTS TO DELIGHT

Eagle’s Wings Airlines is a young company that flies no-frills flights within the U.S. You work for its public relations department. Winter holiday time is approaching and flights are booked, but customer complaints are increasing. For now, the cheaper ticket prices are keeping reservations high. But if the level of complaints continue, customers will be lost. In fact, you have just been informed that Eagle’s Wings has been named the worst in customer service. The number of customer complaints has been piling up on your desk. Flights continually arrive and depart late due to the inefficiencies of airport crew members and the on-flight crew has received poor ratings because of rudeness.

To add to this pressure, flight attendants and pilots are complaining about being over scheduled. They want time off to enjoy the holidays at home with their families, not in some remote location as they wait for a flight back, a result of poor scheduling, which has been happening more and more.

The number of customer complaints is growing as are employee complaints. You do not have responsibility for human relations, but you can see that it impacts customer relations. The head of HR is very busy and understaffed, but she has agreed to meet with you tomorrow. In the meantime, you need to get a plan formulated because you can’t afford to further antagonize customers. In fact, you want to delight customers. How will you do that knowing what you know about this situation? What is your immediate plan of action?

Put together a one-year strategic plan to build consumer relationships outlining possible problems and solutions. Put into action an evaluation process that will help you to gauge the minds of your consumers as well as your employees. This will make it easier for both sides to communicate what they like, don’t like and would like to see improved. You hope this will bring about improvements and repeat customers, which will help business in the long run.

Baldoni Chapter 3: Developing the Leadership Message

Closely adapted from Great Communication Secrets of Great Leaders, by John Baldoni.

Success Poster from posters.com

Leaders need to clear, which includes a clear sense of purpose.

Establish credibility:

Speak the truth.
Don't hide bad news.
Never over-promise.
Do what you say you will do.

Focus on the MEANING of the message. The most successful leaders have messages easy to comprehend, such as:

We know where we are headed and why.
We put people first.
We seek excellence.

How can you create your message?

Think first.
Ask somebody.
Brainstorm.
Decide the end result, then work backwards.

Goals of leadership messages:

Inform
Involve
Ignite
Invite

Useful tips for the communication process:

Keep everyone on the same page (keep people informed of what's going on).
Separate facts from passion (facts are neutral).
Sell when necessary.
Read the signs. Listen to what senior leadership is saying, or not saying. Often what is not said or expressed is as important as the words.

Can you restore credibility?

Credibility is almost sacred because it forms the bedrock of why people want to do what leaders ask them to do. Other times circumstances conspire against the leader and, through no fault of his or her own, problems arise.

Katherine Graham Photo Katherine Graham Publisher, Washington Post

Katherine Graham's Communication Leadership Legacy

Learn from others.
Make a stand and abide by your principles.
Be honest.
Believe in your coworkers.
Live your message.

Five Minute Writes

Give an example of how you demonstrated the five leadership principles through service learning this semester?

Explain how effectively you demonstrated leadership in the service learning project.

Explain how effectively you implemented your leadership plan. Describe specific behaviors.

"The Secrets Behind Facebook and MySpace to Multiply the Power to Your Success" Tom Krieglestein

93% of college students have a Facebook account and

63% log in everyday.

Supplementary Leadership Information

Content Review from CA 675

Once Upon A Time In China

Directly quoted or closely adapted from Kouzes & Posner. Unit 1 PREFACE AND PART ONE: WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT

In this course, we seek to study EXEMPLARY LEADERSHIP as defined by Kouzes and Posner. If you are examining the leadership story of an individual leader, you will want to examine how the leader has used these principles: (a) model the way, (b) inspire a shared vision, (c) challenge the process, (d) enable others to act, and (e) encourage the heart.

Being a supervisor, administrator, or manager does not mean the person is a leader. In fact, few people are exemplary leaders. Yet any person can be an exemplary leader.

Leadership has nothing to do with position and everything to do with behavior.

Leadership is a relationship between those who aspire to lead and those who choose to follow. James Kouzes and Barry Posner found that a majority of people admire, and willingly follow, people who are honest, forward-looking, inspiring, and competent.

In this course, you are to study those kinds of exemplary leaders and become one yourself.

START

Leadership today is a new context, which includes heightened uncertainty. Most employees expect their company to put people first. We're even more connected. The Internet brings people together.

Today we are concerned about social capital--the collective value of people who know each other and what they'll do for each other. Knowledge replaced land and financial capital as the new economic resource. Intellectual capital is no longer supreme. It's human networks that make things happen, not computer networks.

From an economic perspective the world is boundaryless. There are more countries in the world today than a decade ago. Fierce tribal rivalries threaten domestic and international peace.

There is more speed. We've come to expect an instant response. The workforce is changing and becoming more diverse. Most employees question the loyalty of their work organizations. There is a more intense search for meaning and increasing cynicism. Leadership is not something reserved for a few people.

WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT

You can never stop communicating, nor do enough communicating with people.

Zapping means giving people positive strokes--boosting their motivation by recognizing a job well done and giving them the confidence to push themselves further.

Leadership magazines

Photo Credit

The Five Practices of Exemplary Leadership:

Model the Way.

Leaders' deeds are far more important than their words. Commitment: Find your voice by clarifying your personal values. Set the example by aligning actions with shared values.

Inspire a Shared Vision.

Leaders have visions and dreams of what could be. Imagine the attractive opportunities. Know the constituents and speak their language. To enlist support, leaders must have intimate knowledge of people's dreams, hopes, aspirations, visions, and values. Be enthusiastic.

Commitment: Envision the future by imaging exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.

Challenge the Process.

Leaders are pioneers--people who are willing to step out into the unknown. The leader's primary contribution is in the recognition of good ideas, the support of those ideas, and the willingness to challenge the system to get new products, processes, services, and systems adopted. Leaders know well that innovation and change all involve experimentation, risk, and failure.

Commitment: Search for opportunities by seeking innovative ways to change, grow, and improve. Experiment and take risks by constantly generating small wins and learning from mistakes.

Enable Others to Act.

Exemplary leaders enable others to act. They foster collaboration and build trust. Leaders make it possible for others to do good work.

Commitment: Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion.

Encourage the Heart.

Genuine acts of caring uplift the spirits and draw people forward. Encouragement is curiously serious business.

Commitment: Recognize contributions by showing appreciation for individual excellence. Celebrate the values and victories by creating a spirit of community.

Photo Credit

CREDIBILITY IS THE FOUNDATION OF LEADERSHIP

People look for leaders who are honest, forward-looking, competent, and inspiring. Honesty is selected more often than any other leadership characteristic and emerges as the single most important ingredient in the leader-constituent relationship. Leaders must know where they're going in order for others to follow.

Leadership matters picture

Photo Credit

Leadership competence refers to the leader's track record and ability to get things done. Competence inspires confidence. Leaders need to be enthusiastic, energetic, and positive about the future. We need leaders who communicate in words, demeanor, and actions that they believe we will overcome. Emotions are contagious, and positive emotions resonate throughout an organization and into relationship with other constituents. To get extraordinary things done in extraordinary times, leaders must inspire optimal performance--and that can only be fueled with positive emotions.

Cartoon of the future going off the charts.

Being forward-looking is both a requirement and a predicament. Leaders must be ever diligent in guarding their credibility. Leaders have to learn to thrive on the tensions between their own calling and the voice of the people.

Wizard of Oz - Ruby Slippers Movie Poster from posters.com

In this unit, you will consider principles in order to identify behaviors needed for planning positive outcomes. After discussion of cases about Consumer Relations, you will analyze the communication and leadership strategies of Katherine Graham.

In the next unit, you will consider media relations related to the your own and other organizations. You will discuss the communication and leadership of Shelly Lazarus.

“To love what you do and feel that it matters how could anything be more fun?”

“A mistake is simply another way of doing things.”

“Once, power was considered a masculine attribute. In fact, power has no sex.”

“So few grown women like their lives”

All comments from Katharine Graham

Wk4 or Unit 4 Media Relations

Theatre Seats Poster from posters.com

In this Unit, you will examine media relations for organizational communication. Shelly Lazarus and branding will provide an interesting leadership story.

Cartoon about media relations.

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Unit 4 Review of Previous Unit's Case and Problem Questions and Answers

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Case 6 -- 2

TEXAS CATTLEMEN VS. OPRAH WINFREY

There is probably no one whose name and face was more popular in America than Oprah Winfrey, host of her own popular talk show, producer of her O magazine, influencer of book sales, diets and daily routines. In taking on Oprah in court, the Texas cattlemen were WAY in over their heads. Oprah moved her show to Texas, hired Dr. Phil McGraw to coach her on jury selection, and generally kicked the cowmen’s rumps.

1. Assess the wisdom of legally challenging a national icon such as Oprah Winfrey. What are the pros and cons?

It is usually not a good idea to bring a national icon into battle unless there is good reason to do so and good reason to think your side will prevail. This is where wise public relations counsel comes in. The cattlemen were thinking with their hearts and wallets. Their pride was stung by a critic sitting on a television set saying harmful things about their livelihood. They saw immediate, if short term, financial downturns that were easily attributable to the TV show. So they filed suit.

Wise PR counsel would have stepped back and looked at the reality of the situation and said, "Is this a fight we can win?" If not, "Is this a hill we want to die on?" In this case, and most others of similar circumstances, the answer to both questions is "no" and cooler heads will decide to let it pass.

This does not mean an organization must always "take it" from celebrities. If your organization is challenged, one must never ignore the challenge. Look at it carefully and consider the validity. If the charges are valid, then it is up to the PR person to fight for corrective change so that there will be something positive to communicate. If the charges are unfounded, then the organization must fight back as hard as it can. Inherent in this posture, however, is a reality check that asks, “Will we just extend the issue and the questions? Or will something positive result?”

2. Comment on Winfrey's strategy of moving her entire broadcasting operation to Texas for the period of the trial. What was she hoping to accomplish? Did she succeed?

From a public opinion standpoint, moving her show to Texas for the duration of the trial was an excellent strategy. First, it enabled her to be present at the trial while continuing her show. Second, it called continuing attention to what quickly developed as the speciousness of the trial. Most of the impartial observers of the legal action saw no way for the cattlemen to prevail, and Oprah was able to maintain momentum and credibility through her daily shows.

If she hoped to keep public opinion focused on her show and off the trial, then continuing to air shows taped in Texas was the best way to do that. Running re-runs or trying to do remotes would only add validity to the cattlemen's case. By going to Texas and prevailing, she showed her clout -"my show can take your best shot and on your turf." She was the clear winner.

3. What limits are there to First Amendment rights?

There are practically no limits. One of the legally defined concepts of "freedom of the press" is the denial of prior restraint. Another strong point is the difficulty of libel, slander or other remedies. Proving someone uttered a false statement, knew it was false and uttered it anyway, is a difficult thing to prove in court.

Therefore, the only restraints on the First Amendment are those placed by those "who buy ink by the barrel." The personal and professional ethics of journalists are the only mitigators of First Amendment freedoms.

4. What other ways could the Texas cattlemen have considered in dealing with this issue?

The most obvious would be to forget it, let it die and go on with their lives. Suing a major media star is going to bring scorn to most organizations, and this proved no exception.
If some action is required, perhaps a better strategy would be to request an opportunity to go on the same show later with facts that refute (or at least dispute) those of the previous guest. That approach risks extending the "mis-information," but does give the cattlemen an opportunity to "have a day in court," the court of public opinion.

With a light-hearted approach (bring Oprah a big, juicy hamburger!) and some scientific evidence that the previous guest was misinformed, it could be a good stroke for the cattlemen.

5. Do American consumers adopt or change behaviors based on what they see on a television show?

For the most part, no. Media exposure is good for creating awareness, but rarely for shaping behavior. In this case, there was a drop in cattle futures, which might or might not have been related to the show. No one really knows. More behaviors result from personal experience, advice from trusted parties and triggering events. Hamburgers are not going to disappear because of some critic's appearance on Oprah's show.

Case 6-3

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A CLASSIC: TYLENOL RIDES IT OUT AND GAINS A LEGACY

The Tylenol case is an excellent example of a successful crisis plan put into action. Several factors led to this successful approach:

1. The company benefited from a long history of success and service in a field of worthwhile healthcare products.
2. The company has taken pride in its public reputation for integrity.
3. The company benefited by having had a strong founder who set high standards.
4. The company had a clear-cut philosophy.
5. In its relations with employees, investors, customers and government agencies, there was a candor consistent with competitive and financial security.
6. There was a recognition of the public interest and its legitimate representation by news media.
7. The public relations staff participated in the decision-making process.
8. There were mechanisms for feedback from constituent publics.

There is almost unanimous agreement that Johnson & Johnson reacted in a socially responsible manner and they have received much recognition because of their handling of the situation.

Tylenol’s response also demonstrates the validity of the adage that “how an organization communicates through a crisis will determine, for most people, how the crisis was handled.” No one has been arrested in the crimes. Likely, no one ever will. Tylenol did what it could, as soon as it could, to address the problem. But more important to this book, Tylenol’s communication was so good that fans and critics alike are willing to concede that Tylenol and Johnson & Johnson “handled” the crisis well.

1. Business is said to be a game of hardball most of the time; competitive success requires that the cards be played close to the chest. The pharmaceutical business is no exception. How, then, can you defend Johnson & Johnson's traditional adherence to a “do-gooder” credo written by its founder or the open and candid way the company went about dealing with the problems posed by a small number of poisoned Tylenol capsules in Chicago?

This is not a new product, or a technique that needs to be kept secret. There is a difference between proprietary information in a competitive sales situation and a crisis. There is no reason for Johnson & Johnson to hide anything they know, competitors are not going to gain anything from this knowledge.

2. Tylenol is a product of the McNeil Consumer Products wing of Johnson & Johnson. When the deaths occurred, the parent organization moved in and took over both responsibility and spokesmanship. What are the pros and cons to that strategy as far as the CEO and the communications people in McNeil are concerned? What about the news media?

The benefits to this strategy for the McNeil public relations department include:

• The entire company is speaking with “One Clear Voice.”
• Johnson & Johnson is a more recognizable, trusted name than McNeil Consumer Products.
• Having the parent company step in makes the company look very concerned and like they're giving the problem the highest priority.

Disadvantages include:

• Having the parent company take over may cause McNeil public relations staff to look underqualified to handle the problem.
• If the problem hadn't turned out well and the parent company had not stepped in, it would be a reflection on the entire organization, not just McNeil.

Advantages for the media include:

• Having the information come from Johnson & Johnson gives the story a wider angle.

Disadvantages include:

• Local media to McNeil would not have the same connections with Johnson & Johnson.

3. Although the functions of marketing and public relations are often confused as one and the same, or as part of each other, what do you see as distinguishing one from the other? Use this case as an example.

As the authors point out, public relations encompasses much more than the sale of a product. In this case, the marketing department handled the sale (and possibly the removal of Tylenol from the shelves), but would not be of assistance in terms of public perceptions during the tampering crisis. The public relations team would be able to help maintain relationships with customers and brief employees on the status of the situation, as well as work with the media for reliable and timely delivery of information.

4. Which of the following conclusions do you feel can properly be drawn on the basis of your personal familiarity with the Tylenol incident:

a) The episode diminishes/enhances Johnson & Johnson's claim to competitive leadership in its industry.

This crisis diminishes J&J's competitive leadership only in terms of sales on the short-term. Their leadership is enhanced by the fact that they handled the situation so well and regained the public trust.

b) The episode illustrates that marketing and public relations are much the same/different in values and priorities.

This incident clearly shows the differences between the two functions. While the marketing staff may be able to help regain sales eventually, they aren't equipped to head off problems and work on maintaining relationships with constituents. The functions are similar in that both support the sale of a product or service. However, public relations does this much more indirectly than marketing.

c) The episode shows that having a sterling character can help/hinder the bottom line.

It can help the bottom line because trust may not be as easily lost as with an organization with questionable character. On the other hand, without a sterling character there may not be as much to lose.

d) Public relations has/does not have a significant voice in the decision
process during a crisis when big money is at stake.

Public relations has a significant voice during a crisis, whether or not money is involved. Many people within the organization will look to the public relations department for assistance during a crisis. There are occasions, however, when people involved fail to recognize the importance of seeking professional public relations counsel, in which case the public relations person does not have significant impact.

Case 6-4

INTEL PAYS HIGH PRICE FOR LOSING FOCUS

Intel has spent millions establishing its microchip as a “brand” in most major computers. Few can name a competitor, but nearly everyone has been exposed to the familiar “Intel Inside” logo and jingle. Therefore, it is puzzling that Intel would become so defensive when a flaw was discovered in its chips. Andrew Grove attributed his posture to “an engineer’s approach to a consumer problem.” Maybe he needs a good vice president of public relations.

1. How might have formal research by Intel have helped the company’s strategy?

Intel was operating on a higher level of assumption than it should have been. Assuming the faulty chip was irrelevant to most users, a decision was made to basically ignore the problem. Assuming anything is a bad idea. Formal research would have described for Intel the situation from the consumers perspective. Were they aware? Were they concerned? Were they expecting Intel to do something about it?

With that kind of benchmark data, Intel could then predict and plan based on the expectations of those affected by the flaw.

2. What can go wrong with an “engineers approach” to a “consumer problem”?

Engineers are taught to address facts. Most consumers behave based on perceptions and emotions. Engineers are taught to "fix the problem," and in this case, the engineers at Intel did not see this problem as one requiring a fix for the vast majority of its customers.

This approach ignores the perceptions and emotions of the user. Most of us expect ALL defects to be corrected by the manufacturer. If not, we sue. Recalls are common in the automotive industry and with other consumer products. A consumer public relations advocate would have seen that the engineering approach was not good for a consumer problem.

3. What value is there to the “engineer-to-engineer” approach?

In the confines of that relationship, there is great value in the one-on-one strategy. Engineers can speak the language of engineering and that strategy can be useful if the problem is restricted to engineers. Unfortunately, the "Intel Inside" decal screamed out to all computer owners -- engineers, homemakers, students, everyone. There is great value in eye-to-eye approaches, but not as a single solution.

4. When facts and perceptions clash, which usually prevails? Why?

Perception is reality, facts notwithstanding. In a battle against what someone says and what we think, perceptions will win every time, until what we think is changed by the strength of additional information. Facts can be used to change perceptions, but they must be presented in a highly believable format, especially after the perceptions have created some level of discomfort.

5. Should Grove have acted as Intel’s spokesman during this crisis? Why? Why not?

On the plus side, Grove is the CEO, the person most responsible and the highest-ranking manager. When he speaks, it's from the "horse's mouth." Having the CEO as the spokesperson gives a certain credibility to the strategies and solutions, and a certain weight and power to the plans announced.

On the other hand, he must have been involved in the decisions to force users to "prove" their work was impaired by the faulty chip. That was seen by some consumers, particularly those at the low end of the computer-sophistication scale, as being "part of the problem." It is hard to be an effective spokesperson for the solutions when you are part of the problem.

In the end, Grove was probably a good choice because key publics, such as stockholders or large commercial customers, saw him as the decision maker for Intel and were encouraged by his statements and actions.

6. Do you think the $475 million cost of the recall influenced Intel’s strategy? How?

Outsiders will never know, but in today's profit-hungry world, it was probably a factor. The facts (as understood by Intel's linear thinkers) were that only a small portion of users would be adversely affected, so it could save nearly a half-billion dollars by avoiding a recall. In the end, it cost much more than dollars; it is the high cost of tarnished prestige and credibility that does more damage. Short-term solutions normally do cost more in the end.

7. Why did IBM “turn on” Intel (a valued supplier) during the crisis? What impact did that have on the outcome?

Only IBM really knows the reasons, but from a practical standpoint, it could not afford to ship "flawed" merchandise to its customers. From a competitive standpoint, IBM competes with virtually every high tech company in the field, even those who act as suppliers. That might have been in the back of some minds at IBM.

Regardless, the IBM decision certainly got Grove's attention. When IBM made its announcement, Grove realized the problem wasn't going away and that the engineers' solution was not working. This was the triggering event to the Intel case.

Unit 4 Media Relations

Input

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Case Book Chapter 7

MEDIA RELATIONS

As the text points out in the introduction to this chapter, relations with the media are often equated with public relations. This section explores what the authors believe is the true role and power of the media.

Some theories gleaned from research studies show these characteristics of the media:

1. Media influence is cumulative and long-term.
2. The main power of the media is to make us aware.
3. The media concentrates on reporting bad news.

Thus, the challenge for public relations practitioners is to establish relationships with reporters to encourage them to come to them for information when necessary. Unfortunately, reporters are usually suspicious of the “slant” a public relations practitioner may give to information, so amicable relationships with the press are hard to come by.

One tenet, however, unites these professions -- the First Amendment. Each group champions the idea that every voice should be heard and fights to protect that right to free speech whenever it is threatened by censorship, by special interest groups or regulatory measures of the government. In this issue public relations practitioners and the media are united.

The fundamental task of the media is to inform the public about matters in which audiences have expressed an interest and on matters that affect them significantly. The fundamental task of the public relations practitioner is to build working relationships with an organization’s publics. Many times the media may be utilized to do this. (Too often practitioners choose to allow the media to be their only access to an organization’s publics, an approach that can be very dangerous.)

Where this is the case, the media may sometimes stand in the way of the message a practitioner would like to disseminate to the public regarding its employer. It is in this way that the media’s “gatekeeper” role is established. The media have control over what makes it to the public arena, at least through their channels.

The authors have outlined eight guidelines to follow when considering media relations:

1. Know how the news-gathering process works so that you will have enough of a working knowledge to fit into that process.
2. Establish a designated media spokesperson. In the throes of a media event it may be difficult to organize this point on short notice.
3. Be as open and honest with media inquiries as humanly possible, considering restrictions in competitive and personal information.
4. Be prepared to accept the bad news with the good. No organization can escape some negative coverage.
5. Continuously educate and train employers and spokespeople on how to handle themselves when in contact with news media.
6. Generate good news situations as a track record to offset instances of undesired news. Do not simply wait defensively for bad news.
7. Advocate an employer’s views on public issues among the organization’s natural constituencies and in the news media receptive to them.
8. Expect the unexpected and be prepared for it. In particular, have a crisis or disaster plan.

Problems

Problem 7-A

EMPLOYER INTERESTS AND MEDIA INTERESTS IN CONFLICT

This problem examines a difficulty that many public relations practitioners face in relations with the media. Ted Square must consider his employer’s communication needs and desires before those of his long-standing friend, George, the bureau chief at a major financial newspaper.

A company is faced with a crisis situation. The vice-president of operations demands that the president make him a partner in the business or he will leave. The president will not bow down to this man’s demands. The vice-president resigns and defects to a company competitor, taking other key managers with him.

The dilemma is this: When Ted Square’s friend calls to find out the details of the shake-up at the company, he fails to ask for details regarding the circumstances of the vice president of operations leaving. Ted only answers specific questions regarding the situation and does not volunteer any additional information. That bureau chief is scooped by another paper about the full details of the situation, which puts Ted’s relationship with his friend, the bureau chief, on the line. The bureau chief claims he can never trust Ted again because he kept information from him. Ted claims his loyalty was to his employer first. These developments seriously damage the relationship with this major financial newspaper.

1. Who was right: Ted? The bureau chief? Both? Neither? If you had been Ted, how would you have handled the situation so that your employer’s interests and your good media relationship with George were both protected at the time and for the future? What would you have done differently?

Considering the details of the case, it is difficult to point out one right answer. There are two sides of the situation to consider. On one hand, Ted answered all of George’s questions truthfully. He did not want to blow this story out of proportion because of the implication it would have on the business in the long run. George, as a trained newsman, should have known to ask the circumstances of the situation. If he had asked, Ted could have directed him to the people in the organization who could answer those hard questions.

However, the depth of the relationship between Ted and George was a consideration as well. This would have made a difference on what was disclosed about the situation. If there was a level of trust between the bureau chief and Ted, wouldn’t he have expected Ted to be forthcoming and therefore perhaps not as inquisitive? It was possible for Ted to be up front in a way that still downplayed the event. He owed it to the bureau chief to assume someone, somewhere, would find out the information and pass it along to the press.

In looking back at the situation, Ted may have done something to better protect his relationship with George. He could have referred him to the operations vice-president right away. Or he may have called him first with the information, though this may have created more problems than it solved.

2. If your company was publicly owned, would you have acted differently when George called?

Though the company would have had the added stakeholder of stockholders, the implications of babbling this information to the local newspapers would have been the same whether the company was publicly or privately owned. It would have brought more attention to this situation than was necessary because of the immensity and implications of the vice-president and other managers all quitting at once. Plus, the material facts must be disclosed to meet SEC regulations.

Problem 7-B

DEALING WITH THE MEDIA IN A STICKY SITUATION

This problem describes a situation in which a company faces immediate opposition because of a misspoken comment by the president.

Alger Tiberius Software, Inc. has developed a new computer program, Manufacturing Efficiency Revolution (MER), that can be integrated into manufacturing equipment. It will increase efficiency and cut production time in half. It looks as if it may be a lucrative product for the company.

One day the president of the company, Don T. Figgle, makes an offhand comment to a reporter about the product and says, “This product will virtually replace about 15 percent of the American manufacturing workforce. It cuts out about half of the unnecessary action done in factory production.” The comment by the president had been statistically incorrect; the program would eliminate jobs by 10 percent (instead of 15). In addition, he had failed to mention that those whose jobs may be eliminated could be retrained for other areas of the manufacturing companies.

With this quote comes implications of repercussions from the AFL-CIO, who claims that this product was represented falsely by the company. Media immediately latch onto this story, publicizing far and wide the fact that MER will cut jobs from the manufacturing industry. Little is said about the other facts such as retraining options for workers.

A newly formed opposition group, WACS (Workers Against Computer Software) begins to picket the software company. Local TV stations are all present to cover the protest and give up-to-the-minute reports. The media has gone to Congressman Bill Zealot for his reaction, who vows to fight “big business pushing aside the little guy and trying to make him obsolete in the name of progress.” It looks as if there may be legislative action against MER.

The CSPA (Computer Software Programmer’s Association), who were initially behind this program, start to back off because of all the negative press. Without the backing of the CSPA, the future of MER will be difficult.

Those initial questions to ask yourself as a public relations practitioner for Alger Tiberius Software are:

• Who are those groups who are garbling my message?
The group that is causing the most garbling of AT’s message are media aided and abetted by all key stakeholders. The media’s ability to set agendas and bring only certain facts to the public arena have spurred on some of the other groups to add to the static of your message. WACS and the AFL-CIO do not help in that they bring more attention to the elimination of jobs element of MER than the breakthrough in manufacturing technology.

• What other groups are likely to become involved?
This may involve legislative action, such as other legislators other than Bill Zealot who may speak out against this product. If AT Software is a publicly-owned company, stockholders could also become involved. Manufacturing organizations that may be interested in MER could become involved.

• What are the likely behaviors of each group?
Legislators may be talking out of both sides of their mouths, championing the worker’s cause on one hand, but speaking about the need for business growth on the other hand. They could cause serious problems by creating legislative obstacles for MER. Stockholders may become spooked and demand that AT Software drop the project altogether if negative coverage continues. Manufacturing organizations may become spooked as well by this uproar to the software. They may back away from the product.

• How can I minimize their messages and maximize mine to the publics I would like to reach?
The key here is finding a venue other than the media for reaching those publics who may be reacting to the negative coverage MER is getting in the headlines. A way to do this may be contacting opinion leaders in the manufacturing industry who could spread the word about the positive aspects MER will bring to the manufacturing public. Another would be to show some respected leaders of the legislature the benefits of using the software in manufacturing equipment.

• Can I reach those publics without utilizing usual venues, in order to avoid media, political and activist gatekeepers?
The answer to this an enthusiastic yes! By going around the media and going direct to the publics that matter most, many times organizations can avoid catastrophe and outspoken opposition. Opinion leaders are a great resource. If those have not been identified yet, any face-to-face interaction between those publics that matter most and those that have the facts should be a productive meeting.

1. With those questions in mind, how would you go about creating a plan to reach key publics with one-on-one communication to stay some of the immediate damage caused by the negative reactions of those groups who have been most vocal?

Taking into account the answers to the questions above, an effective plan would most likely directly target those key publics most affected by this uproar. The strategic planning process should be used in this situation.

• Determine the problem
• Environmental scan
• Identify and prioritize publics and influentials
• Set behavioral goals with each target audience
• Latent readiness (what has happened in the past that might assist or detract from achieving the goal?)
• Research (what else do you need to know about?)
• Activities (i.e., one-way, two-way and triggering events)
• Message appeal (what rationale appeal is most appropriate for each publics)

2. Could AT Software have avoided this negative uproar to MER? What actions should have been taken before presenting this product to the public through the media?

AT Software definitely could have prevented this uproar by going around the media to alert key publics ahead of time of MER’s benefits and qualified drawbacks. That way when this big story came out those publics that would be most affected would already know the true circumstances of the situation.

Though AT Software could not have told the future, it would have been possible to anticipate those issues that may have come up as a result of the introduction of this product. Any program that would change the makeup of a workforce or threaten anyone’s livelihood should be approached with as much sensitivity and forethought as possible.

AT Software also could have instructed their CEO to keep his opinions to himself unless specifically asked for, and they could have better prepped him with the facts of the situation.

The key was to reach those publics such as manufacturing organizations ahead of time with one-on-one communication techniques. This may have let them prepare their employees and other key stakeholders ahead of time to soften the blow of job layoffs.

Baldoni Chapter 4 Leadership Communication Planning

Closely adapted from Great Communication Secrets of Great Leaders, by John Baldoni.

The "Can Do" Attitude

Active versus Passive Communications
Communications absorbs the character of the organization's culture. It is essential that those who actively create leadership messages be cognizant of those who passively receive those messages. Communications professionals need to be aware of what people are saying about products, people, and performance, both inside and outside the organization.
Leaders can introduce change with teaser messages prior to a major announcement, which may be given at an employee gathering or rally. Follow up the message with a series of messages noting progress and keeping people up to date on what is happening.

Assessing the Organizational Communications Climate

Climate is the work environment and refers to how open people feel about voicing their opinions or making suggestions. To find out, you may want to conduct research:

Interviews
Focus Groups
Surveys
Communication Audits

Leadership Communication Strategies

Develop and reinforce the bond of trust that must exist between leader and follower.
Affirm the organizational vision, mission, and values.
Facilitate a two-way flow of information throughout all levels of the organization, including manager to employee, employee to manager.
Create the impetus for organizational effectiveness by telling people what will happen next.
Drive results by achieving what the organization is supposed to do.

Leadership Communication Channels

Organizational communication involves individuals, teams, and the entire organization communication one to one, group to group, or organization-wide.
Editorial communications elicit endorsement from a third party, typically the media and by extension, the public at large.
Marketing communications present a point of view, to sell or promote.
Web communications reside on an Internet site.

Determine the right way to communicate: Video, meetings, one-to-one, print, media releases, banners, email, voicemail.

When creating your message

Select the key influencers to help.
Target the message.
Reiteration is good.
Keep the big picture in mind.

Make the message resonate

Stand out.
Show emotion.
Keep it simple.
Generate buzz.
Be novel.
Be dependable.
Repeat.

Seek organizational feedback:

Plan for feedback.
Design a meeting around feedback.
Post the feedback you get on your web site.
Walk around to get feedback.
Know the bad news and avoid isolation at the top.

Shelly Lazarus: Brand Name

Shelly Lazarus Photo of Shelly Lazarus

CEO of Ogilvy & Mather Worldwide Advertising Agency tells stories and focuses on the brand name.

People don't like being given messages, but they like to be told stories.

Saying it once is not enough. "I don't think you can ever communicate too much."

You can never replace face-to-face communication.

Accountability is essential to leadership.

Lazarus Principles:

Understand the power of the media.

Take a stand.

Be visible.

Strive for balance.

Live your message.

Charlie Rose -- PAPANDREOU / LAZARUS / GRAMMER

Branding cartoon

http://www.gocsg.com/images/Brandtelling_Cartoon.jpg

Supplemental Leadership Information

Review From CA 675

Know Thyself Poster

Directly quoted or closely adapted from Kouzes & Posner. MODEL THE WAY

FIND YOUR VOICE

To find your voice, clarify your values and express your self. Speak out on matters of values and conscience. Personal values clarity makes a difference. Make a list of your values and your organizations values. Finding your voice is about engaging with the world.

The three stages of self-expression:

1. Looking out (copy others).

2. Looking in.

3. Moving on. You have to be the author of your own story.

Look in the mirror.

Take time for contemplation.

Write a tribute to yourself.

Record the lessons from the leaders you admire.

Write your credo. p. 68.

Engage in a credo dialogue and assessment.

SET THE EXAMPLE

Constituents are more deeply moved by deeds. Build and affirm shared values. Align actions with values. Shared values do make a significant difference in work attitudes and performance:

They foster strong feelings of personal effectiveness.
They promote high levels of company loyalty.
They facilitate consensus about key organizational goals and stakeholders.
They encourage ethical behavior.
They promote strong norms about working hard and caring.
They reduce levels of job stress and tension.
They foster pride in the company.
They facilitate understanding about job expectations.
They foster teamwork and esprit de corps.

High performing organizations, compared to like companies in their industry, had a very strong "core ideology," but didn't share the same core ideology.

ALIGN SHARED VALUES THROUGH ACTIONS AS DEMONSTRATED BY

Your calendar and how you spend your time.
Your language. Chose words and questions deliberately. Questions are powerful in focusing attention.
Your response to critical incidents regarding how you link actions to decisions.
Your stories, analogies, and metaphors. They use the timeless way to teach virtues because they have a substantial impact on decision making.

Create alignment around key values:

High performance standards.
A caring attitude toward people.
A sense of uniqueness and pride.

Speak about shared values with enthusiasm and confidence--even drama.

Speak out on matters of values and conscience.
Use a personal journal for reflection and contemplation. Reflect on the question: What have I done today that demonstrates a value that is crucial to me?
Make a list of my values and my organization's values.
Find something important that I can grab on to and not let go.
Read a story about a leader.
Listen to a book--that is a story of a leader--on CD while I drive.
Write an article or editorial about values for a newsletter or Listserve.
Copy someone else who is a talented leader by analyzing what they do and doing similar behaviors myself.

Wizard of Oz - Ruby Slippers Movie Poster from posters.com

Case 7 -- 1

THERE’S A SYRINGE IN MY PEPSI CAN!

The makers of Pepsi and Diet Pepsi were stunned when an isolated case of product tampering escalated into a national crisis which later turned out to be a hoax. Pepsi’s response team eventually delivered compelling evidence that the contamination was a hoax and nothing more, but a week went by while the facts got sorted out. The case demonstrates the fine line between immediacy and accuracy in communication, and shows how perceptions can be shaped through good communication

http://www.sarmeeting.be/

1. Discuss the implications of Pepsi’s strategy: specifically,
a. Putting public safety first

Pepsi’s strategy was pre-determined. It really had no choice. In today’s post-Tylenol era, even if a producer of a popular consumer product wanted to ignore public safety, it would not be able to do so. But, having said that, “pulling the product” is not always the only option to protect the public’s safety.

The company could have ordered a full recall. That would not only be expensive, it would have been foolish. Pulling the product, when no public safety threat was really present, would have only prolonged the problem. By sticking to its determination to protect public safety and bring the controversy to an end, Pepsi was well advised to keep product on the shelves.

The perception of maintaining public safety, however, is another story. Some called for a full recall, thinking that would protect the public fully. Pepsi, with its unique perspective, knew syringes were not popping up in cans during the filling process. Demonstrating that it was impossible for such an occurrence to happen during the process, showing the filling line, ultimately brought the case to a close.

b. Taking full responsibility for solving the problem

Actually, Pepsi did not take responsibility for solving the problem. It wisely let regulatory and governmental authorities get to the bottom of the tampering. It cooperated fully, communicated fully and pointed out the inconsistencies in the various reports. That is all it should do.

When the Food & Drug Administration and law enforcement personnel explain what really went on, the explanation takes on more meaning, more force and is more conclusive. Pepsi’s final “word” came in the form of its advertisement “NOTHING.”

While the company did not actually “solve the problem” it did manage the communication throughout the weeklong siege. It is well known that how a company communicates through a crisis determines, to a large extent, how it is judged to have handled the problem. In other words, good communication translates to good action to most in the consumer public. So Pepsi’s responsible actions, combined with aggressive communication, helped bring the case to a close.

c. Using the media to present its case

When the media are a major force in creating a problem, the only effective way to regain lost ground is through those same media.

In essence, this case is media driven. The media picked up on the story, chased it around the country, inspired copycat replications of the tampering and generally played havoc with reality. Because the media were driving the store, Pepsi was wise in using these same media to present its case to the public.

Today's "general public" gets its news primarily from television (about half) with one-fourth looking to the daily newspaper for its information. Thus, three-fourths of the consumers whose behaviors might be affected by the tampering hoax could be easily reached with good media strategy.

Further, the media, in all fairness, would likely be fully committed to Pepsi's response, given how and why the story had gotten to that point so quickly. Plus, the availability of the filling-line video, the convenience story security tape and Craig Weatherup made the story even more appealing. With these elements in place, using the media to reach vast numbers of people quickly was an obvious and useful option.

Pepsi's follow-up advertisement was clever and probably created a "warm, feel-good" effect among bottlers and distributors, but the real work was done via public relations and media relations. Media exposure helped create the problem and commensurate media exposure helped bring the crisis to a close.

2. Differentiate between “solving the problem” and “solving the situation”

Solving the problem means identifying how (and if) the contaminants got into the cans, and if the cans were tampered with, where and how. Because the tampering was external, that was something for the law (and FDA) to determine. Thus, good legal work “solved the problem.”

Solving the situation means making the controversy go away, letting Pepsi get back to the business of selling soft drinks. By being cooperative with the authorities and fully accessible to the media, Pepsi management was able to resolve the situation within a week -- too long, but certainly conclusive at the end.

3. Evaluate Pepsi’s decision not to order a product recall. What are the plusses and minuses of such a decision?

Recall, in this situation, would probably add to the panic that existed, bringing more imitators to the fore. Expense is always an issue, but not a determining one at this point. If real danger to the consumer had existed, Pepsico would have pulled the product. It knew this was at worst a mistake, and at best a hoax. There was no need to pull the product.

On the plus side, a recall would have made Pepsico appear fully concerned, putting safety above all cost. On the minus side, the recall would have added panic and been expensive. All in all, not doing a recall was a wise decision.

4. What options did Pepsi have on June 10, 1993? Did the company select the correct course of action? Why? Why not? What other choices could the company officials have made?

The day after the story broke, the company could have (a) ignored the report, knowing it was unlikely a syringe would be in a can; (b) issued a statement saying it was confident its filling line was safe and secure -- issuing the video tape it later released; (c) contacted the family bringing the charge to see what was going on the night before; (d) let the local bottler/canner handle the response (the selected option); (e) gotten corporate public relations and operations involved immediately.

Was the option selected the correct one? Second-guessing is easy from the perspective of hindsight. Letting the local bottler/canner handle the response allowed the story to stay in Seattle, initially, while bringing in Pepsico at this point would have made the story that much larger. Ignoring the report is not a serious option, ever, even if taking no action is the ultimate decision. Contacting the family involved is best left up to authorities – especially since a lawyer was the first person called when the syringe was found.

That leaves issuing a statement reflecting the integrity of the filling line, along with the videotape to support that integrity. Had that been done in Seattle, it is possible the story could have died there, and the copycats would have stayed under their respective rocks.

5. Discuss the role of the FDA in addressing/solving the situation. Was Pepsi’s use of the FDA beneficial? Why? How?

The role of the FDA was that of an impartial observer and referee. The FDA has as its mission the safety of food and drug products sold in the U.S. When the FDA felt compelled to speak to the safety of the soft drinks, it added to the product’s problems. When the FDA was able to give the product a green flag, it signaled that the problem was over.

Pepsico was able to effectively use the FDA’s credibility to good advantage. The FDA never said the product was tainted, but did originally caution to pour the soda into a glass if the consumer was concerned. When the FDA was able to say the product was safe, the consumer knew it was okay to buy and consume diet Pepsi.

6. Could this “crisis” have been avoided? How? Shortened? How?

The crisis could have been avoided by more direct (and immediate) action on the part of the local bottler/canner. Had sound public relations counsel been available at the first report, perhaps the story could have been contained with a plant tour of the canning line. Local reporters would have to conclude the filling line was safe and secure.

Once the story took a life of its own, then containing it depended on (a) demonstrating the security of the filling line and (b) catching some of the copycat hoaxers in action. Good fortune and the good VNR brought both of those about after a week of work and worry.

7. Did the news media behave responsibly in reporting this story? Cite examples to support your answer.

The news media could have been more responsible, in that the “report” was really ludicrous from the beginning. Just because someone says a syringe was found in a soft drink can doesn’t mean it came from the factory that way. Good reporting would have mentioned or questioned that fact.

Once the story took wings, however, the media was fully available to Pepsi’s point of view. As the story grew from city to city, the media were forced to cover it. But, by giving Pepsi “equal time” to respond, the media did what they could to balance the story, which by this time was obviously a hoax or fraud.

8. Discuss the communication tools employed by Pepsi in solving the problem. Specifically evaluate the role of the VNRs.

The most effective communication tools by Pepsico were the executive interview and the video news release. Craig Weatherup was “Jim Burke-like” in his defense of Pepsico and its products, appearing on show after show and interview after interview. His stature as the CEO of Pepsico and his relaxed, measured tones gave confidence to the consuming public that the company was (a) not at fault and (b) eager to resolve the situation.

The VNR was the keystone in the communication strategy. Once the public (and the media) saw the reality of the filling lines, it was obvious to all that no syringes were falling into cans in the plant. They had to be externally induced – something that Pepsico needed the public to understand. Without the video, the story would have dragged out, even with the tampering evidence. Had the tape been released earlier, perhaps the story would have died in Seattle.

9. What was the turning point in Pepsi’s resolution of this problem? Cite examples to support your answer.

There were two turning points. The issue of the filling-line video and the evidence of tampering (security tape) in the convenience store were both essential to solving this problem. With the VNR of the filling-line flooding the airways, consumers could see no way that a syringe could get into the can. When a woman was seen poking a needle into a can in the convenience store, evidence of tampering was established, and with it, the root of the problem -- fraud and hoax.

10. When “perception is reality, facts notwithstanding,” how can a company such as Pepsi create new perceptions? Did the company succeed? Cite examples from the case to support your answer.

Perception is reality, but perception can be shaped by communication -- verbal, non-verbal and symbolic. Pepsico was able to shape new perceptions, in part, because no real behavioral change had taken place. The public was not turned off by Pepsi, only wary and waiting for the issue to be resolved. Thus, reinforcing existing positive behavior (the easiest of all behavioral goals) was a major strategy. By showing the integrity of the filling-line and the good fortune of catching a hoaxer, Pepsico was able to re-create the old behavior of buying its products again.

The tacit social license enjoyed by Pepsico and its products came into play as soon as the tampering was revealed. People were eager to return to the product of their choice and the final advertising salvo (covered extensively by the news media) enabled consumers to again ask for a diet Pepsi.

Picture of Diet Pepsi Max

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In this unit, we discussed media relations related to the your own and other organizations. You considered the communication and leadership of Shelly Lazarus.

In the next unit, you will apply advanced communication principles to crisis management. You will consider the communication and leadership of e-communications and the strategies of Peter Drucker.

"360 degree branding is about. . . emitting a constant stream of messages to create a lasting impression."
Shelly Lazarus

Wk5 or Unit 5 Crisis Management

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This week we'll talk about crisis management and examine the communication and leadership strategies of Peter Drucker.

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Wk5 or Unit 5 Review of Previous Unit's Case Questions and Answers

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Case 7 -- 2

ALAR AND PR: GETTING TO THE CORE OF THE APPLE PROBLEM

In 1989, the apple industry took a turn for the worse when 60 Minutes aired a segment that publicized the risk of eating apples treated with Alar, especially for children. A campaign ensued that attempted to discredit the apple industry, but was met with resistance by another campaign refuting the claims that apples were dangerous. Today, consumption of apples is at an all-time high.

http://rosenblumtv.files.wordpress.com

1. To carry out its work, a public interest organization such as NRDC must maintain a staff of administrators, scientists and researchers, lawyers, public relations practitioners and others -- either employees or consultants. Because NRDC has no products or services to sell, in the usual sense, funds must be raised through memberships, contributions and events to cover its budget. To what extent might this consideration influence the preparation, release and promotion of a highly visible, controversial report such as the one on Alar? Do you think that the public that is the target of such campaigns, which are carried on by all public interest organizations as an important part of their illusions, is aware of this possible self-interest? If the public should be aware, whose responsibility is it to make them so?

Because of the way groups like the NRDC need to be supported, objectivity is at risk. The people who are big financial supporters of such groups may expect their personal agendas to be taken care of and the groups they support may want to keep them happy. It’s unlikely that the public is aware of this because it’s human nature to accept what you already believe in and not question its source. We usually only want to know how it affects us personally.

While groups could note the source of funds on a report, it wouldn’t be in their best interest. This would call into question the objectivity issue that many people wouldn’t have otherwise thought of. It’s up to individuals to question what they believe or don’t believe.

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2. Why would the public listen to an obvious non-expert such as Meryl Streep on a scientific topic like this? Critics of such celebrity involvement in issues called her a “Hollywood toxicologist.” Are you aware of any similar incidents?

Meryl Streep is not a scientist and may or may not have known all the facts of the case before she became the spokesperson for the campaign. People are always looking for confirmation of their opinions. To have a well-respected celebrity, with children of her own, say that she won’t feed them apples anymore can be effective to the general public. Many people don’t think about the vehicle of a message, only the message itself and how it affects them. Those who analyzed the source of the message may realize that she probably knew as much about the issue as they did and was simply acting as a voice for the NRDC. Of the five classes of “influentials” (role models, opinion leaders, power leaders, cheerleaders and celebrities), Meryl Streep is obviously in the celebrity category. Her role, then, would be to gain attention for the topic through her visibility, which she accomplished.

Today we have increased celebrity involvement in campaigns like saving Walden Woods (Don Henley), advocating for People for the Ethical Treatment of Animals (k.d. lang) and performing at Farm Aid (John Mellencamp).

3. Among its target publics, Hill & Knowlton listed the news media. Are the media a public? Or a communications vehicle? What are the strategy implications of granting them status as a public?

This completely depends on the situation. The media are the gatekeepers and have the ability to make or break news. There are times when they can be both a vehicle and a public, but in some cases, that isn’t possible. For instance, if there’s an issue you’d prefer they avoid, you can’t use them to communicate it to another audience.

When saying the media are a “public,” they must be given more time and effort than usual. In the Alar case, it was the media who escalated the situation into a crisis, therefore making it essential that they be addressed specifically in the ensuing public relations campaign.

4. Does David Fenton’s campaign for NRDC raise any ethical issues? Check the PRSA Member Code of Ethics in the preface. http://www.prsa.org/aboutUs/ethics/preamble_en.html

Coming into question would be the Honesty section: We adhere to the highest standards of accuracy and truth in advancing the interests of those we represent and in communicating with the public.

In general the NRDC didn’t lay all the facts out for the public (like the fact that less than 15 percent of apples were affected by Alar). It appeared that the NRDC purposely wanted to stir up public opinion.

5. Is it possible that the attention focused on apples by the Alar scare played a part in the fact that Americans are now consuming the fruit in record numbers? Attempt to make a case for the position that it did.

The case can be made that all the publicity over Alar has further endeared Americans to the popular fruit. The point was made during the rebuttal campaign that the NRDC claims were unscientific and that apples were as wholesome as ever. Scientists and government officials were used to counter claims from a self-designated public interest group, giving the International Apple Institute claims much more credibility than the opposition. All the publicity made apples top-of¬-mind for a lot of people.

http://weact.org/Portals/7/nrdc_logo.gif

Also, the scrutiny over apples and how they are grown may have given consumers false confidence that they are now safer than other fruit, which have not been examined. Those who followed the discussion only generally may have assumed that pesticide use on all apples was abated, even though Alar was not a pesticide.

Case 7-3

GM VS. NBC: A CORPORATE CRISIS OF EXPLOSIVE PROPORTIONS

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When NBC ran the Dateline program that cast doubts on the safety of GM’s trucks, the network probably thought it had a coup of sorts. The visuals were compelling. Its fleet of “experts” seemed impeccable, and the prospect of strong ratings and post-program “buzz” looked good. But NBC hadn’t counted on GM’s strong network of media relationships and the tenacity of Bill O’Neill and his associates. Good public relations work, in the end, would trump bad journalism.

1. Assess the value of positive relationships with the media to General Motors in handling its problems with Dateline and NBC.

General Motors has long recognized the value of media relationships. For years, GM has set up regional PR offices -- in places where GM was involved in manufacturing or in major markets where GM had a large and steady presence -- to provide on-site opportunities. Two of the most important media audiences have been the automotive press, those publications that cover, comment on and review the products in which GM is involved, and also the racing press.

This relationship building came to fruition when GM was attacked in the Dateline story. A well-known editor on the West Coast provided the tip that opened the door for GM to find the “fireman’s video” as well as the damaged truck. With this evidence, GM was able to crack the case and win the on-air apology from Dateline.

Dateline photo

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2. Is “fighting back” a good strategy for media disputes in general? Why?

Fighting with the media is normally counter-productive. There are several reasons. First, any attempt to “right the wrong” with the media will extend the debate, and the coverage, beyond its justified news value. By continuing to joust with a newspaper, station or other outlet, the “victim” of a story merely gives the medium another reason to re-hash the situation in response to the complaint. It is likely that people who might miss the original story will see the follow-up pieces, further extending the reach of the piece.

Second, legal redress is problematic. Libel and slander laws favor the First Amendment rights of the media. Proving a reporter was wrong, knew he or she was wrong and went ahead with the story with malicious intent is difficult to prove. The appellate courts have overturned nearly all the jury verdicts won against the media. Sometimes a company is successful, but the “victory” seldom overcomes the damage done by continued reporting of the initial story.

Third, fighting back successfully must be accompanied by the kind of strong evidence and emotions that GM was able to develop in the Dateline case. Without the so-called “smoking guns” of the truck, the rocket engines, the letters and the gas tank, GM would not have won such a clear and immediate victory, and the retraction that followed.

3. Do media reporters and producers have a responsibility to investigate their sources as well as they investigate the targeted organizations?

In theory, the objective media DO have an equal obligation to both sides of a dispute or controversy. In reality, it is debatable whether fewer and fewer reporters are more interested in presenting a fair, balanced presentation of the facts than an expose-style story. In the GM case, for example, the audience was not told that the “story” was packaged and delivered by a shadow group fronting for the plaintiff’s bar.

Major publications routinely ignore information that goes counter to the “story line” not because they are malicious, but because such information waters down the point of the piece. Americans want drama and they want it full strength. The networks and publishers know this, and they give the public what it wants.

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4. What other options might GM have considered in rebuttal to NBC/Dateline?

The standard options available to a party “wronged” by the media include suing, asking for retraction, asking for clarification or doing nothing and letting the story die. With the strength of its evidence, suing was the best option for GM. Absent that evidence, the other options are weak and undesirable.
The likely choice, absent strong evidence, would be to ignore the story externally and let it die. Why is that a “good” choice? It might not be a good choice, but it’s likely the best option because of certain things known about the American public: 1) perhaps one of four families actually saw the program and 2) most of us tend to forget 80 percent of what we are exposed to within 24 hours, which means only one of five who actually saw the program might remember what it said the next day or so.

The bad news is that those who remember are the people who either own a GM truck or are considering buying one. Because of their high involvement in the story, they are more apt to pay attention, and believe and act on the information. If ignoring the story had been GM’s strategy, special messages would be needed for that involved audience. Likely those messages would go “below the radar” of the media, directly to those involved.

Dateline TV program photo

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Case 7-4

A CLASSIC: BUILDING MEDIA RELATIONSHIPS THAT PAY

With numerous activist groups representing the interests of consumers today, organizations are recognizing the importance of issue anticipation and a clear strategy for dealing with criticisms and protests. During a conflict with the Consumers Union, Chrysler learned how powerful a good relationship with the media, public and consumers can be.

Chrysler logo

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1. During the Consumers Union flap, Chrysler dominated the news compared to its competitors. Though the reports contained some dangerous criticisms, is it possible that all this exposure actually helped the company? Explain why or why not.

According to the News Analysis Institute’s analysis, even the negative news stories helped Chrysler inadvertently. The company’s case was strongly stated in most of the articles, and a direct comment from a company spokesperson was incorporated in many of the news stories. Overall, Chrysler “dominated the coverage in stories published, space and circulation.” The fact that even stories with a negative slant found it impossible to slander Chrysler irreparably shows that the company had some credibility.

After a story becomes “old news,” people tend to forget the details. In this case, they might overlook the allegations and simply remember Chrysler’s wide news exposure. The fact that Chrysler had top news coverage would stand out, and thereby provide beneficial coverage for the company.

On the other side, however, there is Mazur’s principle, which states that as media coverage of an issue increases, the public’s attitude becomes increasingly more negative, even if the reporting is positive. With this consideration, it would seem that the continuous and widespread media coverage of the Chrysler issue would only strengthen negative public perceptions.

2. Research has shown that the news media have limited effects on publics. How would you evaluate Chrysler’s reaction to Consumers Union’s charges in light of this statement?

What the media investigates and reports on is simply the “passing parade.” Today’s feature story, gripping as it is, will be replaced with another equally stimulating article tomorrow. The public has learned to adapt to this quick¬ change style of reporting, and their attention span for what is reported in the news media is often about as short-lived as the news story itself. It is important to note that the news media does put items on the public agenda, but they may not stay there for very long.

Chrysler’s reaction to Consumer Union’s charges involved an immediate response refuting the Union’s charges with proof. As Consumers Union was planning a press conference for the very next day, Chrysler had to assemble and produce a response to the Union allegations very quickly. They immediately released a statement to news media nationwide, denying the charges and also reminding the public of the praise those cars had previously received. Chrysler also promptly recreated the test procedure in question, with a television crew filming the entire demonstration. This tape was quickly copied and sent to numerous television news networks for review and release.

In light of the media’s constantly changing focus, Chrysler’s quick reaction was successful in negating the impact of the allegations at the source rather than refuting them after the fact. If they had delayed in their reaction, Chrysler may not have found the news media as interested or as willing to give the story front-page coverage. Conversely, Chrysler’s immediate reaction may have prolonged the media coverage, setting up a volley of accusations back and forth, day after day, a strategy to be avoided.

3. What are some public relations and/or communications theories that you see in play in Chrysler’s handling of the news media? Can you think of some other theories not used in this case, which would have helped the sales figures for the Omni/Horizon cars to climb?

Some of the public relations theories in play here involve agenda setting, mass communication and diffusion and adoption. Chrysler took a gamble in assuming that these theories would stand true in their handling of the news media. The agenda setting theory is based on the idea that mass media can have an impact on the public’s cognitive level (what we know) without affecting our predisposition (our opinions and feelings). If this is true, then the negative publicity generated by the Union’s allegations would raise public knowledge, but would do little to change public opinion about Chrysler. Similarly, the theory of diffusion and adoption believes that the media successfully promotes public awareness and information, but that people turn to opinion leaders and role models for reinforcement and a “social trial” of their ideas or behavior. More simply, while people obtain information from the media, they tend to adopt certain behaviors based on what their peers say and do.

By the same token, some of the communications theories that may have helped Chrysler could have also been used more effectively. By understanding that people look to opinion leaders and other community members for validation of their beliefs and behavior, Chrysler could have tried to set up a response that went directly to the public, without media intervention. This strategy might involve setting up informal meetings or discussions between Chrysler spokespersons and community members, which would allow the public to ask specific questions and would give the company a presence “among the people which might prove to be more effective than a press release.” However, time was a factor. Immediacy was important.

4. If you were in charge of managing this crisis, what are some strategic actions you would keep or abandon? Explain your answer in terms of public relations principles and/or communications theories.

Most of Chrysler’s strategic actions were suitable to the situation, their response was immediate and backed by visible proof, which helped to deflate the Union’s case against them. As already mentioned, Chrysler’s understanding of the agenda setting and theory and diffusion and adoption theories correctly determined that the media coverage of the situation would have little effect on customer behavior. Additionally, Chrysler had a positive reputation on its side. People tend to feel a sense of loyalty to an organization that has proven its credibility and dependability, even in the face of an opposing group.

In light of Chrysler’s success in defending themselves, this author would not suggest abandoning any of their actions, although perhaps they could have complemented their extensive media use with public information on a local, personal level. By disseminating their response directly through opinion leaders and community members, Chrysler may have succeeded even more in battling the allegations of the Consumer’s Union.

5. The News Analysis Institute found the original introductory publicity for Omni/Horizon generated “the publication of 904 news stories . . . in newspapers with the combined total of over 137,000.” How many potential customers read about these new cars?

It is likely that some customers were affected by the positive and negative publicity, but it is impossible to estimate how many potential customers read about the cars. Additionally, there is Chrysler’s established position in the automobile industry -- in many cases, that positive reputation would speak louder than a short-lived, unsuccessful consumer campaign, especially to potential car buyers.

Research has shown that people remember approximately only 20 percent of what they are told and 30 percent of what they see, but remember 70 percent of what they say and 90 percent of what they do. Clearly, the Chrysler publicity was not going to have a profound impact on automobile sales. Even if some potential customers did read about the publicity, many would not remember enough details of the negative news stories to change their minds about buying a Chrysler car. Also, we have known for years that public communication campaigns have little effect on attitudes and behaviors; Chrysler’s customers were likely to make their automobile choice based on something other than extensive publicity.

Case 7-5

UNIVERSAL STUDIOS FLORIDA: RIDING “RAT LADY” TO HALLOWEEN SUCCESS

For most of the major theme parks in the United States, the fall season is one of reduced attendance, lower revenues and a general downturn in business. Universal Studios Florida found a way to put some “life” in this dead time, using a clever idea, some good strategy and tactics, and a few hundred rats. The result is a continuing program that has pumped up the bottom line and made October-November a strong point each year.

Universal Studios

http://www.orlandofloridaguide.com

1. The goal of having a “Rat Lady” was to generate publicity for Universal Studios Florida. What is the value of publicity to a destination like this?

Publicity is invaluable to attractions such as Universal Studios because it creates awareness. People cannot act on something about which they don’t know. Therefore, awareness is the first step in getting the behavior one wants.

For Universal, it has two problems that publicity can address. First, it is a daily competitor with other Orlando-area attractions such as Walt Disney World and Sea World. To distinguish itself from its competitors is one of its business goals. The uniqueness of the Rat Lady and Halloween Horror Nights quickly set Universal apart from the others.

Second, even the most creative idea isn’t successful if it doesn’t move the organization toward achieving its overall goals. For Universal, that is more people through the turnstiles and more money in the bank. Once visitors and potential visitors learned of the special Halloween event—and the unique Rat Lady—they were able to make a decision to go see for themselves—even though they were required to buy a special ticket. Thus, publicity, and the awareness it created, helped Universal distinguish itself from its competition AND, improved its bottom line.

2. Assess the strategy of placing a classified ad? What other options might USF have considered?

The strategy of kicking off this campaign with a classified ad was as creative as the stunt itself. Pedestrian public relations would have held a “press conference” or a “media day” with a pre-selected Rat Lady, some rats, and a free lunch (cheese?) for the media covering the day. That works, but it is pretty trite. Going to the classifieds with a weird offer of employment put a mysterious twist on the story, actually making the media pursue Universal for “the story.” Seldom do the media call the public relations departments begging for information. In this case, they did. And the coverage proved it was a good strategy.

3. Why was no “press kit” distributed? Was this wise?

There was no press kit because there was no “press event” per se. The premise of this whole program was “Universal is just looking for someone to lie down with some rats……..” Distributing a press kit would have ruined the “innocence” angle and lessened the impact of the approach. Eventually, of course, Universal had material available for the media.

4. What would you say to PETA about using live animals in such a stunt?

PETA hasn’t said much about this promotion. PETA doesn’t like anything involving animals except letting them roam free of human interference. Therefore, PETA probably doesn’t approve of rats being kept in confinement and forced to lick peanut butter off some lady’s face. PETA is no stranger to theme parks, either, being a frequent visitor to Sea World and Walt Disney World’s Animal Kingdom.

In this case, Universal documented the path of the rats to stardom. The rodents were carefully selected, allowed to become accustomed to human contact, and were exchanged at regular intervals to be sure they were not harmed in any way. Having employees “adopt” the rats at the conclusion of the promotion allowed for a happy ending. PETA might not be satisfied, but the public had no problems with how the animals were treated.

Unit 5 Crisis Management

Input

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Case Book Chapter 9

Crisis Management

In a time of financial, ethical, and leadership scandals, many employees find themselves in the middle of a crisis at work. In this unit, you will consider effective communication and leadership in crisis situations. What strategies are needed to realistically cope with the crisis? Could the crisis have been avoided?

A crisis is a turning point, after which things may change drastically. While an organization cannot manage external influences during a crisis, it can manage its own response. Most every situation can be anticipated, and possibly avoided, so risk management, issue anticipation and crisis communication programs have become an important part of the public relations technology.

The organization’s response to a crisis depends on the public relations practitioner’s understanding of three things:

1. The public and political environment in which the crisis is occurring.
2. The culture and inner workings of the organization facing the crisis.
3. How persons and groups involved will likely react to the crisis itself.

The following six guidelines will help organizations handle crisis communications situations:

1. Anticipate the unexpected.
2. Institute and practice a crisis communication plan for those events that may happen to your organization.
3. Train employees in what to do in these circumstances.
4. Have one spokesperson handling the media during the crisis.
5. If it is a crisis affecting the public, rather than just the organization, another spokesperson will also be required to keep elected officials and opinion leaders directly advised.
6. Do not speculate.

The ability to communicate trustworthy information, whether directly or via the news media, is a measure of a practitioner’s effectiveness or ineffectiveness. In unexpected situations of crisis, the media and public relations professionals have had their finest examples of public service and their most severe episodes of failure and ineptitude.

Problems

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Problem 9-A

WHEN ASSOCIATES DISAGREE IN HANDLING AN EMERGENCY

Three months ago you were hired to start a Public Relations Department at Reliable Steel Products Company. This is a young company with big ambitions. It is located in a medium-sized city in an area where industrial and residential building are predicted to boom. Reliable manufactures pipes, beams, rods and other heavy parts for just about any kind of building.

After three months, your “department”consists of you and a secretary. Your outlook is bright, however. You report directly to the president, and she wants to be publicly known and highly regarded in the community and in the industry. To be of maximum help, you have done your homework by checking on the reputation of Reliable around town and in the industry. In the home community, Reliable and its president are not universally known, but employees, neighbors and the people at the Chamber of Commerce feel that Reliable is well-managed, makes good products and is a civic-minded neighbor. A few people did say that there have been a few accidents involving employees; it seems a rather dangerous place to work.

One morning, when the president is on her way to the state capital, you get a call from a reporter at the local daily newspaper. He says that an ambulance driver told him a Reliable employee had been killed a few minutes earlier, when some pipes rolled off a pile while a truck was being loaded in the shipping yard. The reporter asks for details.

You tell him you will check it out at once and get back to him. You call the safety supervisor. He blows up and insists that no details be released to any outsider until all the facts can be determined, the employee’s family notified, the insurance company alerted and the company lawyers informed. He tells you to hold off until the president returns the next morning. You agree on the priority of the employee’s family, but explain that you cannot prevent the newspaper from publishing anything that they have gotten elsewhere, whether it is accurate or not.

The safety supervisor says to take it up with personnel director. You call her. She says that they have someone out at the employee’s home, but she agrees with the safety supervisor that situations like this have all kinds of possible problems, with a chance of backlash. She thinks an unplanned response without the president’s knowledge would be dangerous. She wants no part of it.

There are a number of alternatives open to you, but not much time to choose among them. What would be the best course to follow now? Everything considered, what immediate initiatives (if any) would you take?

If at all possible, try to reach the president at the state capital. She needs to be informed about what has happened, particularly in case a reporter or someone else approaches her there. Also, you can counsel her with ideas and suggestions on how she ought to handle the situation.

Whether or not you are able to reach the president, get back to the local news reporter as soon as possible. You can confirm that a Reliable employee died, and explain to the reporter that you cannot release any more details because the victim’s family has not yet been notified. Offer to call the reporter back with more details as soon as you get them. It is important to be cooperative with the reporter, because he can (and probably will) run the story with or without your help, and it would be wise to get the facts in print first, rather than speculation. Also, once the reporter learns that you aren’t going to be helpful, he will go to others for information, and that information might not always be accurate.

With so many different opinions on how to handle this situation, it might be most productive for Reliable management to call a meeting. With everyone in one place, it would be easier to formulate a strategy for dealing with the issue, designate a public spokesperson (namely you, the public relations director) and plan your message for the public. “One Clear Voice” is imperative in this situation, to squelch further speculation or rumors about the accident.

What further issues can be anticipated as a result of the crisis? How would you recommend dealing with them?

Clearly, there is a lack of communication within Reliable about the chain of command, and there does not appear to be an organized crisis plan. To prevent such confusion about who can say what and what actions to take in the future, you need to establish some definitions with the president and other department heads, such as the safety supervisor and the personnel director. Aside from the president, who calls the shots in a time of crisis? Who speaks to the media, and who decides what can and cannot be said? Those roles and responsibilities need to be clearly defined.

It was mentioned in the problem that there were pre-existing public perceptions about Reliable being a dangerous place to work. With the death of this employee, that perception is bound to be reinforced. Your company will want to assure employees and the public that Reliable is a safe place to work. Step up safety standards, update existing precautions taken at the company and make a visible effort to make safety a priority. You don’t want the public to think that the company was dangerous before the accident, but you do want them to know that you recognize their concerns. While accidents do happen, Reliable would be the wounded party if it gained a reputation for being a hazardous place to work.

Problem 9-B

WHAT TO DO WHEN AN EMPLOYEE’S PROBLEMS AFFECT THE COMPANY

In advising this small business owner, the first thing to offer him is a reality check. He must know that the media will continue to follow the story, looking for anything to keep it alive, up to and through the trial. The suspect will continue to be referred to as an ABC employee, out on bond put up by his boss and still working for ABC while awaiting trial as a rapist. This is a juicy case and the media won’t give up on it.

Second, he must understand the “pack” mentality of the media. Reporters will swarm his business, the courthouse where the trial is being held, the home of the suspect and the neighborhood where he and his neighbors live. A microphone will be in the face of anyone willing to talk and a photographer will pop away at any and all involved in the case, including the owner of the ABC company.

With that in mind, what kind of communication strategy can be developed? This is a classic opportunity for two-way, symmetrical communication applied in an “inside-out” method. The owner needs to first talk with his employees. They have to understand why he is doing what he is doing -- standing by his employee even in the face of a serious criminal charge. Second, he needs to reassure them that he would do the same for any and all of them. They are like family to him and one doesn’t abandon his family, especially in time of need.

Third, he needs to tell them that he wishes their support and even their help in spreading this message to customers and those in the community who might inquire or question them about the situation. In short, they will be part of the first line of communication to the public.

The next group to address is the customer base. This is best done via open letter to all ABC customers explaining the owner’s long history and faith in his employee. He is willing to consider the man innocent until proven otherwise. However, to assuage any fears that customers might have, the suspect/employee has been relegated to office duties until after the trial.

The third level of communication is directed at any other stakeholders, such as suppliers and distributors, who work with ABC on a regular basis. In a letter similar to the one sent to the customers, the owner will ask for their support during this difficult time and explain his decision to support his employee.

Having done this, it is likely that the letters will be “leaked” to the media. That’s okay, because the letters say nothing the media don’t already know -- the boss supports his employee and feels the matter will be successfully resolved in court. The fact that the suspect/employee is restricted to office duties demonstrates the owner’s responsibility to his customers.

The only downside to this communication strategy is that it opens the door to “one more story” by the reporters following the situation. By generating additional coverage of the issue, ABC runs the risk of repetition of message, which could result in more exposure and/or retention of the information. This has to be a risk the owner is willing to take.
The strategy for dealing with this crisis is really a legal one. Its success depends on the employee being exonerated by the jury. Until the trial, the strategy is to keep a low profile, keep the suspect/employee away from customers and the media and help the defense attorney as much as possible.

This “below the radar” strategy will include working with key opinion leaders in the city to monitor public opinion on the issue. If the community is not unduly upset over the bail issue, then the low profile activity will continue. If there are community concerns, then those will have to be weighed against the problem of more media exposure.

As for the media, the reporters will continue to investigate, looking for a fresh angle by trying to interview neighbors, employees and anyone with any connection to the case. Leaving them alone is the best strategy now, while awaiting the trial. Once the trial begins, the owner needs to be as invisible as possible, leaving the defendant and lawyers to handle the court proceedings.

This strategy presumes the innocence of the employee/suspect. If there are doubts about that, or if he is, indeed, guilty, then the strategy goes from defending him to cutting him loose to face the charges in court. Distance from the criminal is the key.

In this case, the owner needs to claim the “victim” mantle, saying his trust in the employee was misplaced, and that he and everyone associated with ABC is damaged by this one bad apple.

“My support of him was based on the constitutional right for everyone to be considered innocent until proven guilty,” he should say. “Now that he has been declared guilty of this horrible deed, then he must face the consequences of his actions. I and all the employees of ABC regret being associated with this man.”

That statement will suffice for all audiences -- employees, customers, stakeholders and even the media. Following that statement, nothing else needs to be said.

Baldoni Chapter 5: Leading with E-Communications

Closely adapted from Great Communication Secrets of Great Leaders, by John Baldoni.

Size of the Dog

The e-communication revolution has certainly produced harmony in the ranks, but lately some employees are beginning to feel overwhelmed.

When Using Emails

Brevity is crucial.

Be careful where you send.

Be careful about copying and forwarding.

Online Community

A web site devoted to leadership topics can be invaluable for refreshing and extending the leadership message.

The secret to building the successful e-community is to give people a reason to visit. Keep the information lively and pertinent.

Transparency (openness) rules.

You may decide to restrict access to members of the team or employees of the organization.

Telephone and Voicemail

Often it is more appropriate to make an initial contact with an individual on the phone and follow up with email, or vice versa.

Telephone and voicemail has advantages of personal warmth and one-to-one connection.

When leaving a voicemail, think about what you want to say first. Make your points in a reasonable order.

Maintain Personal Boundaries.

98% of people who have access to the Internet at work use it. Research suggests that they find email effective for conducting fact-based business, but less effective for "heart-to-heart" discussions.

Many business people see email as encouraging communication.

Peter Drucker: Management Unbound

Management is a liberal art.

Effectiveness is about communicating your point of view more effectively.

Information is data--formal and logical.

Communication is perception--how we interpret data.

Drucker Lessons:

Draw analogies.

Illustrate with historical lessons.

Share the learning.

Admit mistakes.

Live your message.

Peter Drucker Photo Peter Drucker

Forbes.com News Brief -- Tribute to Peter F. Drucker

Baldoni Chapter 6 (Quoted or Closely Adapted): Structuring the Stand-Up Leadership Presentation

Architect of Fortune Poster from posters.com

Prepare by researching print and media sources and talking to people.

Outline your material.

Make sure humor is fresh and relevant.

Use effective persuasive messages:

Reciprocation refers to the sense of obligation to "repay in kin" that we feel when we receive something that we perceive to be of value.
Commitment and consistency involves sticking with an individual or a principle because it is in line with what we have done previously.
Social proof involves people's going with the flow because others are doing it.
Liking simply reflects the fact that people will associate with those whom they know and like.
Authority refers to an individual or a group's willingness to obey those who they assume are in positions of control over them.
Scarcity is defined a opportunities that seem more valuable to us when they are less available.
The leader must care about the message and should have a stake in the outcome.

Colin Powell

Colin Powell: We're Losing The War -- Part 1

Colin Powell Saying He Was Misled Before UN Speech on WMDs

Colin Powell Keynotes 2006 NADA Convention, Corvette.

Colin Powell--The Centered Vision

As secretary of state in the George W. Bush administration, Powell shouldered America's foreign policy in time of war.

Powell strives to take the long view.

Powell's strength radiates from within.

Powell maximizes efficiency and expects discipline.

Powell's Leadership Lessons

Be firm in your conviction.

Demonstrate serenity.

Be decisive.

Be seen as the leader.

Live your message.

Colin Powell Poster from posters.com

Supplementary Leadership Information

From CA 675

Meeting Poster from posters.com

Directly quoted or adapted from Kouzes & Posner. Unit 3 INSPIRE A SHARED VISION

Commitment: Envision the future by imaging exciting and ennobling possibilities. Enlist others in a common vision by appealing to shared aspirations.

ENVISION THE FUTURE

To be credible, you need trustworthiness, expertise, and dynamism.

Having a vision is important.

Wizard of Oz - Ruby Slippers Movie Poster from posters.com

Wk6 or Unit 6 Public Issues Campaigns

Theatre Seats Poster from posters.com

This week your core assessment project is due.

The readings and discussion are about Public Issues Campaigns. We will learn about the communication and leadership styles of Jack Welch and Bill Veeck.

Banking cartoon

http://www.toonpool.com/user/1991/files/public_capital_441035.jpg

Wk6 or Unit 6 Review of Previous Unit's Cases

Twilight - Edward Solo Poster

Case 9-2

A CLASSIC: BHOPAL – A NIGHTMARE FOR UNION CARBIDE

That candid disclosure of information is a key to healthy public relationships is multiplied in the event of an emergency. You may not necessarily anticipate every crisis, but every organization should have a crisis plan and a designated spokesperson to handle all inquiries.

Crisis communication should begin with the dissemination of trustworthy information, in a timely manner, to prevent harmful rumors and gossip. It is important that the organization be open and tell the full story. Union Carbide tried, but was constrained by distance, culture, and hostility in India.

Union Carbide Corporation Logo

http://www.ucarbide.com/

1. As indicated from the Bhopal disaster, Union Carbide India, Ltd. (UCIL), did nothing to prepare the community for any potential hazard that could have and did occur. What are some proactive actions or programs that UCC could have implemented in order to avoid the fatal tragedy that occurred?

Despite the circumstances pertaining to the settlement of the communities surrounding the UCIL plant, the inhabitants should have been made fully aware of the inherent danger of the nature of the work within the plant. UCC should have required UCIL to conduct outreach programs, instructing the citizens on what to do in the event of an emergency. Public relations would have functioned as a facilitator between organization and community.

The bottom line is, UCC should have been adamant in enforcing its policies and regulations. They are created to prevent just such situations. Additionally, policy should be established to ensure that all UCC organizations communicate one clear message, no matter what the situation, to negate confusion and misinformation.

2. Compare Bhopal to Responsible Care (Case 4-1). What part do you think the differing cultures and governments in the U.S. and India played in the Bhopal tragedy?

Laissez-faire has been a long-standing policy of U.S. government. Legislators create and implement law, but the government doesn’t play the role of big brother in defense of its citizens. In the U.S., UCC would have dealt directly with the victims, but were not able to in this situation. Rather, the Indian government actively pursued the interests of its citizens, barring UCC from having direct contact with the victims. Legal actions were taken against Anderson (some still pending) impeding his efforts to take control of the situation. Relief money was repeatedly refused by the government on behalf of its people.

3. From all appearances, it seems UCC was innocent of any direct causes of the Bhopal tragedy. Yet the company was all but destroyed by it. Did the public opinion actually cause this? Company overreaction or feelings of guilt? If not these, what?

UCC held a double-edged sword. It claimed responsibility, taking charge of the community and media relations to correct the, thus far, poorly handled situation -- this was clearly the socially responsible action to take. With that, however, it also adopted responsibility for the negligence that led to the accident. The demise, therefore, was the result of a combination of the company’s actions and the opinions shaped by those actions.

Case 9-3

A CLASSIC: WHEN POSITIVE ACTIONS DON’T RESULT IN POSITIVE PERCEPTIONS

Hot Dog Poster from posters.com

When the boat hit the rock, the stuff hit the fan for Exxon, which is annually one of the most profitable companies in the world. Exxon leadership failed to appreciate the role of perceptions and emotions with the American public, and therefore, focused its energies and resources on the cleanup of Prince William Sound. Abandoning the agenda and expectations to those who would ridicule Exxon, the company discovered too late that how an organization communicated through a crisis will determine, for the most part, how people think the crisis was handled. The shoreline is pretty clean; the smudges are still on Exxon.

Photo of oil covered bird.

http://hvatoday.org/education/soundscience/ExxonOilSpill.jpg

1. As evidenced by the Exxon case, perceptions speak louder than the actual facts. Can you think of anything more that Exxon could have done to avoid this public relations disaster and salvage its soiled reputation? Can you think of any proactive measures Exxon should take now to repair battered relationships with publics disgruntled with the company?

Cleanup picture.

http://img.timeinc.net/time

One of the most obvious corrections is the manner in which senior management, CEO Lawrence G. Rawl, communicated the organization’s position to the public. When people feel their physical needs and safety are threatened, they seek instant, complete disclosure of all available information. Message dissemination should center on the interests of the public, and be managed accordingly. But blatant evasiveness is unacceptable, chiefly when standing trial in the court of public opinion.

Further, responsibility should have been claimed immediately and remorse expressed wholeheartedly. An impression of indifference mitigates hopes of forgiveness.
Exxon needs to recognize, and communicate the recognition of, its corporate responsibility to a global community. It should demonstrate concern for the ecological reconstruction and rebuilding of the Alaskan coastline. Exxon should sponsor an ecology tracking study to monitor this process and communicate this effort, as well as the results, to the publics concerned.

Internally, crisis communications policies, as well as issue management training, should be developed and implemented in conjunction with senior management.

http://www.the-boulevard-mall.com

2. Exxon received a blow to its reputation from the Valdez oil spill, but its profits really weren’t hurt. Does its financial muscle and lack of real competition in the oil market move it beyond control of the Court of Public Opinion? Why do you think this?

No organization is immune to the effects of public scrutiny. Exxon may not presently feel the effects of its actions, but this incident has been earmarked as a permanent part of Exxon’s corporate identity. Time will tell what long-term effect this event will have. In this era of Global Awareness, another company could easily use this event as the crutch it needs to get into the race for the oil market.

Case 9-4

HOLDEN HEIGHTS HOSTAGE CRISIS

Movie Poster from posters.com

When good public relations practices are discussed in conferences and seminars, most of the discussion centers around major corporations who have solved problems or avoided them through adroit use of public relations strategies and tactics. But good work is being done in other sectors as well, as evidenced by this case involving the City of Orlando, FL, its police department, a killer and two young boys.

Orlando police badge

http://www.coplogic.com

1. Was this situation handled well from a public relations standpoint? Why or why not?

Yes, this situation was handled well from all aspects, including public relations. The most important factor, of course, was the safety of the young children. Their safe return to the mothers “made” the public relations efforts successful. No public relations success would have been deserved or claimed had harm come to the children held hostage.

Another factor in declaring this a successful venture for the City of Orlando was the ability of the City and its police department to control the site, the agenda and the situation. Reporters are, by nature and by training, aggressive and inquisitive. By keeping the site free of intrusions and actually using the media as an intervening public to the criminal inside the house, the City demonstrated its savvy in handling a news situation.

Finally, the City set five goals and met all of them. That’s success in any context.

2. Five primary publics were identified by the Orlando Police Department (OPD). Please list them and tell how successfully each was addressed.

A. Media: The media were addressed at two levels, first as a primary public that was capable of helping end the crisis by keeping the criminal involved, “informed” and a little off guard, and second, as an intervening public to those in Orlando, Central Florida and the world. The Orlando OPD and City Hall demonstrated an excellent rapport with the media and a full understanding of the media’s needs.

By keeping the media involved and informed (via backgrounders) the situation was brought to an end, and those watching, listening and reading about it were satisfied that OPD and city officials were capable.

B. City Residents: The primary needs of city residents are to feel safe, secure and happy with city officials. Those involved with the hostage situation first had to make residents feel the situation was restricted to a lone incident, that the incident was going to have a positive outcome, and there was no reason to question or doubt the city’s efficacy in times of stress or peril. By fully communicating via the media, the residents were kept informed by the city. People in neighboring areas were addressed via personal appearances by the OPD and city officials.

The mayor’s face and voice added credibility and strength to the message that the city was in control of the situation.

C. City Officials: City officials and employees need to know what’s going on that affects jobs, reputations, etc. within the city. With national and international attention focused on this hostage situation, officials and rank-and-file employees needed constant updates to help them feel (a) that the city was doing a good job in ending the situation and (b) that the watching nation and world would see how competent the city was in dealing with a crisis.

From all reports, city employee morale was maintained and even grew as a serious situation was ultimately resolved.

D. Central Florida Residents: While not officially part of Orlando, those who live in Central Florida’s region consider Orlando “home” and therefore become part of the “public” around this issue. Like residents and city officials, they have to be kept informed and feel confident that the City is looking after the best interests of the region.

In successfully solving the hostage situation, OPD and the City of Orlando met the needs of these “outsiders” in much the same way as they did the residents—via media and the successful conclusion of the hostage taking.

E. World Observers: The world knows Orlando as the home of tourism, Walt Disney World and now the Orlando Police Department. The OPD entered this select group by its successful handling of the hostage situation and by its thorough communication to, and through, those covering the incident. Most distant lands know only what the media tell them, and in this case, the media told of a tense situation which ended when OPD officers rushed the home, rescued the kids and killed the perpetrator.

3. Who was setting the agenda for media coverage, the City or the media?

From the beginning, the City set the agenda and expectations. Once the conflict was joined, the City was determined to not let the media or other critics set the agenda or create unreasonable expectations. By controlling the flow of information and keeping the media focused on the safety of the hostages, OPD and city officials were able to reinforce that the criminal was the “bad guy” and that the authorities were acting in the best interests of the young hostages and the city in general. This worked; the media abided by this story line from beginning to end.

4. Why was it important that Mayor Hood supported the operation?

Mayor Glenda Hood was the leader of the city and the elected leader of its people. As such, it was her responsibility to make decisions or support decisions vital to the success of Orlando and its officers. By wholeheartedly backing OPD, and by her personal involvement, she sent the message that she was going to see this incident to the only successful conclusion that is to be considered; the safe return of the hostages and apprehension of the criminal responsible.

5. Did the City use “One Clear Voice” when addressing the media? How?
Yes. With trained spokespersons and a clear agenda, the City was able to emphasize its five points and keep the message focused on the safe return of the hostages. No one “went into business for themselves” by second-guessing or otherwise commenting on the plan or its execution. “One Clear Voice” through a dozen actual spokespersons is not easy, but it was a reality in this case.

6. What could be done to improve the handling of the public relations aspect of the situation?
In actuality, not a lot. The OPD spokespersons were pre-trained. The City, its mayor and PIO were completely on board throughout the situation. The media were helpful. The neighbors were highly inconvenienced, but placated by constant communication and by the personal appearances of the Mayor and OPD officials.

7. What was the outcome of each of the city’s five message points at the end of the hostage crisis? Was the City successful in getting the message points out through the media?

The city’s communication strategy was met pretty much completely. In the end, the criminal was dead, but it was by his choosing. Had he released the children and surrendered, he would not have been shot.

The children were rescued in time because the City was able to wait out the criminal and attack when he could not harm the hostages.

The OPD and others did an excellent job, primarily because the hostages are safe and the criminal is dead -- a decision he could have avoided by giving up at any time during the siege. The criminal could have prevented this. He didn’t have to break the law, shoot anyone, kidnap young children or threaten them or hold out for four days. He could have prevented the whole scenario by either being a lawful citizen or by realizing he was trapped and giving up.

Expert testimony is shallow in the case, only because no real “experts” exist across the span of the effort. Public relations experts applauded the communication strategy and most police and public safety representatives commended the “wait it out” strategy as one which saved the children, even at the cost of the life of the perpetrator.

A review of the tapes and clips during the crisis show the media picked up on these points, especially those concerning who was to blame (the perpetrator) and the safety of the children. There were no media reports critical of the city’s efforts.

Case 9-5

TROUBLE IN THE PEWS: THE CATHOLIC CHURCH AND CHILD MOLESTATION

Even the best public relations counsel, strategy and tactics can’t overcome the public’s outrage over child molestation. That these crimes were committed in the Catholic Church environment makes the revelations that much more vile. Nothing anyone can say or do can make up for what has happened.

That’s the situation the Church finds itself in after decades of silence. Yes, it would be easy to say the Church should have addressed the problems years ago, and in its own way, that’s what the Church did. But in today’s enlightened environment, the Church’s actions are too little, too late for many.

What can be done? At this point, massive financial settlements are being announced (Such as $660 million in California in 2007) and the Church is trying to recover its reputation with its members, the public and public agencies.

1. Some critics of the Catholic Church won’t accept the church’s position that crimes that occurred years ago should be judged by the standards of the day. What can/should the church say to those people?

This is a legitimate concern, both for the church and for its critics. Abuse of a child has always been wrong, something no one denies.

So, why were the priests who were involved not removed from the church? This is the essence of the critics’ concerns. The church wants everyone to understand that the measures taken decades ago were in keeping with standards of the time. Like other standards, these have changed.

At the same time, many priests were removed from positions that could have put additional children in jeopardy. This should be one of the key message points for the church.

A second point is that the charges that are coming out now sometimes date back for decades as well. That “nothing was done” is an easy charge for someone to make, especially if the accuser isn’t interested in the context of the situation.

“Something” was done at the time, even if the critic doesn’t like or accept the actions that occurred.

Finally, most of the most vocal critics don’t want answers as much as they want to be heard. A sound strategy would be to hear them out, politely, and continue making points one and two.

2. Most crisis communication strategies recommend gaining or setting the “agenda” and establishing reasonable expectations. In this case, the media and the critics seem to have jumped on both the agenda and expectations. What can the church do to get control of the issue?

When your opponents (and the media have served as a foe in this instance) have the upper hand in setting the agenda, it’s difficult to get it back. Because of the salacious nature of this issue, it’s not likely that the media will ignore the story. After all, it’s gone on for more than two years as of press time for this text.

What the church might do is take serious corrective action and focus all its communication on those remedial efforts. Yes, this will prolong the “story” because every time changes are made, the old charges will be repeated. But the story isn’t going away anyway, so this is not really a new risk.

Also, dealing directly with key stakeholders who give the Church the behaviors they really need to move ahead, by going “around the media” helps avoid sensationalism and rebuild relationships. It also gives more time to explain a more complicated situation that can be addressed in a newspaper article or 30-second television clip.

Finally, the traditional mantra of “apologize, fix the problem, communicate the changes” really does work. In this case, as in all others, however, the changes MUST be genuine and permanent. This is an issue that must stop before it will go away.

3. This case focuses on New Hampshire and the Boston area, but the problem is much more widespread than New England. Shouldn’t there be some national or international effort on behalf of the Church?

This particular case IS about one segment of the problem, but the remedial efforts are going on around the country and the world. It doesn’t appear, however, that the efforts are coordinated. For example, in Florida, leading practitioners are working with individual dioceses to address the problem in Orlando, St. Petersburg and Palm Beach.

While each region has unique, specific problems, the general problem is loss of trust in the institution that is the Catholic Church. Critics and media leaders are calling for changes in the institution—married clergy is one at the top of the list. The church would do well to take a long look at what lies behind this ugly situation and make long-term commitments to change. Then the public relations efforts will have some foundation.

4. Is public relations strategies really what the Catholic Church needs now?

A good public relations strategy is ONE thing that the church needs now. It is an important step, that’s for sure. But communication can’t take the place of a sincere effort to fix the problem.

One of the great truths says “communication must always follow performance,” and the Catholic Church must “perform” before the communication can take place. If the church is to re-gain the agenda and establish reasonable expectations, it must take a long, hard look at its overall operation.

The church has broken faith with so many publics, a major overhaul is probably in order before it can recover completely.

Having said that, there is a definite role for public relations. Right now, there should be research going on to see exactly what damage has been done. It is likely that membership is slipping, and support for the church—attendance, contributions, etc—is likewise damaged. The faithful who were counted on to “pray, pay and obey” are likely doing less of all three. Good research will show if this is true.

At the same time, the perceptions and behaviors of non-Catholics, non-governmental and governmental bodies needs to be constantly monitored to see what, if any, damage is being done to the external audiences. It is likely to be severe and lasting. Good research will confirm or contradict.

Finally, good public relations strategy will help arrive at a sound solution to the problem. The Church is facing some tough times. Hard decisions are going to be made. How those decisions will play in the court of public opinion is a major contribution wise counsel can provide.

Case 9-6

WEST VIRGINIA MINE DISASTER: EMOTIONAL ROLLER COASTER & PUBLIC RELATIONS TRAIN WRECK

How an organization communicates throughout its crisis will determine, in the minds of most, how the company actually handled the crisis. The average American isn’t equipped to evaluate how effectively the crisis was handled, so opinions are formed on what is known---the external or internal communication that takes place during the period of crisis.

When a crisis strikes, it is too late to write a crisis plan. A forward-looking organization will have in place a plan for dealing with operational problems and public perceptions, if it wants to successfully negotiate the swirling waters of unexpected problems. That this case seems to be devoid of such preparation makes it a good example of how not to communicate through a crisis.

1. What preparations might ICG have made to (a) anticipate the incident at the Sago mine and (b) averted the communication fiasco? Is it possible to “expect the unexpected?

Every organization should have some idea of what it needs to do when a crisis occurs. Every mine operator should have a plan to communicate through a mining incident, be it an explosion, a cave in or other situation. These plans should have operational components as well as communication components.

Operationally, the mining company should have dependable communication equipment. It should have planned ahead for the possibility that anyone going into a mine accident site would need full-face masks. It could have anticipated problematic communication connections and transmissions, and tested equipment to see what works best.

From a public relations/communication standpoint, having friends and family standing around listening to rescue workers’ conversations is verboten. Perhaps the first thing communication professionals need to do is secure the site, with “need to know” people allowed access. With a secure site, it is likely that erroneous information would not have circulated. With controlled communication, better equipment and a more dependable plan in place—in other words, having anticipated some of what happened—this would have been a tragedy, but not a public relations circus.

2. Did you detect a PR presence during this case? Why? Why not?

Not much PR presence is obvious. There was no “one clear voice” giving official information briefings as the scenario played out. As a result, speculation and rumor became the mode of communication, to everyone’s detriment.

Having the CEO on the scene was a positive, but even he was not well informed about what was going on—even believing for a while that 12 miners were alive.

No PR presence probably means no PR plan was in place—something that seems obvious in hindsight.

3. What role did the Governor’s pronouncement play in the scenario? Was this a good idea? Why? Why not?

The governor needed his public relations counsel as badly as did the Company. A public official should never go out on a limb and announce information that has not been confirmed. His pronouncement gave credibility to the misinformation and led to hard feelings among those who thought they were being misled. Without the governor’s credibility, it’s possible the media might not have given the wrong information such a major role. The governor, more than anyone else, contributed to the confusion and chaos.

Unit 6 Public Issues Campaigns

Input

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Chapter 8

PUBLIC ISSUES AND CONCERNS, PRIVATE INTERESTS AND CAMPAIGNS

Dealing with public issues is one of the most challenging components of public relations. In order for the public to be able to make educated, intelligent decisions about issues that affect their lives, information about available options must be presented to them completely and persuasively.

This chapter deals specifically with:

Issues: subjects on which there are two or more strongly opposing arguments, emotional involvement of a large number of people, and concern that the decision will have an impact on people’s lives or the functioning of society.

Crises: when a public or organizational issues gets out of control, to the point that it can no longer be settled before it becomes huge and threatening to the organization or society.

Issues are loosely assigned categories to address the stage of life that an issue is in. They fall into four basic stages:

1. Latent: Just being formulated by far-thinking scholars or social activists, but with sufficient apparent validity that it could become an issue sooner or later.

2. Emerging: Starting to be written about in scholarly journals or specialty media; perhaps a special interest organization adopts the idea or a new group forms around it; early adopter opinion leaders begin to be aware; it starts to spill over to wider public, but no coherent action plan or broad support is yet evident.

3. Hot: A full-blown issue in current debate.

4. Fallout: Leftover remnants from the settlement of hot issues, which can come back onto the public agenda because they have already attained visibility.

In their discussion of issues and crises, the authors also look at the importance of target audiences and the general public. Practitioners often work with stakeholders -- employees, neighbors, stockholders, customers -- any constituents who have reasons to support or oppose an issue or an organization. It is often difficult to get the general public involved because they can be uninterested or uncommitted to a public issue. At times, its support or opposition might have a bearing on the outcome of a situation.

An organization’s concern for social issues and problems is often expressed in its public service programs. Organizations engaged in public service programs must manage:

· strategy, planning and research

· program design

· civic participation

· governmental and educational liaison

· meetings and events

· media placement and relations

· preparation of print, audio and visual materials

Public service programs are valuable means of demonstrating socially responsible behavior, gaining trust for good deeds, building customer goodwill, or building working relationships with constituency members. They often call for cooperation between public relations/public affairs, human resources, marketing and other departments. Two requirements of public service programs are:

· A program must fit logically into the mission, objectives, timetable and field of endeavor in which the organization has expertise.

· There must be an identifiable, measurable benefit to the organization as well as to the public or the noble purpose involved and affected.

Another component of the arena of public issues lies in one of the basic rights of the Constitution. Our country’s right to freedom of speech, which allows persons or organizations to take public stands on important issues, is a basic underpinning of effective public relations practice. In recent history, however, champions of issues have become fractionalized, each clamoring for their right to be heard. While so many crusaders are shouting, the majority can often be drowned out and the decision process can be obstructed. Public relations’ role is to help these different parties get their voices heard on behalf of a particular interest or public issue.

Compromise often goes hand-in-hand with some of the social issues discussed in this chapter. When powerful and determined special-interest groups collide, it usually results in some sort of reconciliation, with each side compromising. Other casebook examples deal with those issues that can’t be compromised, that have become so emotional or deep-seated as to evoke picketing, boycotts and even violent protests among activists.

One way that organizations can deal more effectively with public interests is to anticipate them before they become a problem. This chapter examines the importance of issue anticipation teams, that are set up by organizations wanting to identify and handle issues before they become a problem. Benefits of issue anticipation teams include:

· serving on a team is an honor, which motivates members

· forcing members to read and observe things they previously didn’t

· interacting with people they might not come into contact with otherwise

· building consensus and encouraging teamwork

· encouraging supervising managers to start to think broadly about the implications of what the organization does and sensitizing them to public relationships

· identifying and training the rising stars

Problems

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Problem 8-A

SMOKEOUT CAN BE HOT POTATO

You are a first year employee at W.L. Fixit Associates, a public relations firm in Piedmont, North Carolina, a city of 40,000 people that has long thrived on tobacco growing and manufacturing. Mr. Fixit started the agency 10 years earlier after handling communications for the local Chamber of Commerce. He is well-known and knows everybody who is important in the region.

You 're doing well. You've just been advanced to Associate Account Executive and been assigned to the Piedmont General Hospital as your very own client. Among other clients of the agency are a nearby college, a large resort hotel, a new downtown shopping mall and the United Way.

At the hospital, you're helping them deal with complaints about the high cost of health care, as well as promoting greater use of a new day-care adjunct, annual fundraising and employee morale.

http://whyquit.com

One day in August, the Fixit senior account executive comes into your office and says, "You're about to get your first sticky wicket to handle." He tells you that the United Way has committed to implement the "Great American Smokeout" annual event of the American Cancer Society and has asked the Fixit agency to implement it with all their clients. Mr. Fixit feels that the agency could duck out by pleading a conflict of interest, but with a public health issue like this that would do the agency more harm than coming up with a plan that has a chance of keeping everybody happy.

Your supervisor tells you, "It will be your job to come up with a catchy, contagious one-day event at Piedmont General." He hands you a packet that explains the Smokeout concept of affecting smokers' behavior, and suggests ways to get the cooperation of various organizations, tie in local public health officials and other community leaders, attract the media, instruct those in the facilities how to prepare, make it a fun event, recognize and reward those who abstain for a day and measure the success. The packet includes examples such as the organization that gave out survival kits including chewing gum and candy, another that put baskets of apples all around, another that set up smokeeaters in designated smoke areas, another that removed cigarette vending machines on Smokeout Day and another that sent a congratulatory letter from the president to each smoker employee who reported successfully abstaining on Smokeout Day. Then the account supervisor threw the curve.

"This is no piece of cake," he said. "Your hospital's largest contributor is the tobacco company over in Winston. There's a wing named for their founder, Colonel Piedmont. Also, have you noticed that the Piedmont's administrator is a chain smoker? That's why all the major committee meetings are held out on the penthouse roof in good weather. You've got to come up with an event that makes us look good enough to nonsmokers and the United Way without doing damage to our relationship with the hospital administration. Maybe you can persuade them there is a trade-off for them. As for smokers and the tobacco industry around here, don't do anything that could cause permanent alienation. Mr. Fixit wouldn't mind landing a tobacco account someday, and tobacco companies are branching out more and more into food products."

He added, “Mull it over. If you can’t involve both sides working with each other, at least figure out a project in which neither’s ox is gored so badly they have to fight back. Put your ideas down on paper with a reasonable objective; keep in mind that United Way isn’t a big spending account; list what’s new and newsworthy about your event, and explain what you have built into the plan to protect against seriously riling tobacco people, including General Piedmont’s family, who made their millions on tobacco. Give me a call in ten days and we’ll take a look together at what you’ve come up with.”

As you start thinking about a solution to this situation, you remember that the basis of a successful message strategy:

· Emphasizes the benefit statement

· Avoids stiffening the resistance

· Asks for a willing suspension of disbelief

With this in mind, what further background research will you do before you start defining the objectives and activities of your program? Who will you talk to, what concerns do you anticipate and how will you deal with them?

Further background research should include speaking directly to the key publics -- the hospital administration, the United Way, a representative from the tobacco industry -- anyone who might have an interest in your program. Give them all a “heads-up” on your program ideas and find out what suggestions or objectives these publics might have. It may be that the tobacco industry and/or hospital administration will support your program if they can see the potential for improving their own public reputations -- you won’t know whether to count them as supporters or opponents until you speak with them. Let the United Way know that there are potential problems in trying to conduct this program at the hospital, mainly due to the contributions of the tobacco company the smoking habits of Peidmont’s administrator. Be honest and upfront with the United Way about the uncertainty of the program’s success.

Communicate with the publics involved on all sides of this issue. Let them know that you understand and respect their concerns and hesitations, but that you are interested in working out a compromise that is pleasing to all. If you ask for input from these publics on organizing, preparing, and running the event, they might appreciate that you want them involved. Let these groups know there is potential gain for them, too, in being associated with this public program.

As a public relations practitioner, you should be prepared for concerns of self-interest from all key publics. By identifying potential problems before a conflict arises and communicating with the various publics in the interest of a compromise, those concerns would likely be less of a threat to your program’s success.

Using the feedback from this research, define the objectives of your program and describe and explain how the proposed activities will support your communications strategy; include some means of measuring the success in obtaining your objectives.

Some basic program objectives:

· Create awareness of your event, especially among smokers who wish to quit or have tried to quit.

· Use this public awareness to induce behavior change – convince people to stop smoking.

· Come to some sort of an agreement for the implementation of your program that is satisfactory for all key publics. Avoid irritating community supporters, such as the tobacco industry. Also, focus your campaign on helping those who wish to quit, rather than assaulting those who do not care to stop smoking.

To measure your program’s success, use face-to-face public interviews on the day of the program. Find out if the program was effective, how well the public thought it was presented, if it was worthwhile, etc. a head count could be done at the event as well, to determine attendance rates and survey community interest. A feedback survey could also be set up for your key publics, to find out what they thought of the program and whether their concerns were validated. This survey would also let them know that your concern for their views and opinions didn’t end when the important day was over.

Do you see any ethical issues that might arise in handling this situation? If you do, how would you deal with them?

In the unlikely event that a healthcare facility would receive major funding from a tobacco company, it would be ethically questionable for that healthcare facility to promote nonsmoking. Piedmont Hospital, largely supported by the local tobacco company, is being asked to host the Great American Smokeout event. That appears to be a conflict of interest.

W.L. Fixit Associates implementing the nonsmoking campaign with all of its clients could be a potential ethical issue. The Smokeout event is favorable as a public health campaign, but the public relations firm enacting such a program with other clients on the request of the United Way is questionable. The United Way does not have any authority to dictate what other organizations do or do not support, and it is ultimately Mr. Fixit’s choice whether or not he wants to pursue the project.

In any situation where an ethics issue should arise, it would be the judgment of the public relations practitioner and the firm whether or not to take the case. If you are uncomfortable with an issue, or don’t agree with your client’s actions or beliefs, it will be difficult for you to do a successful job for them. As always, any situation that violates the Code of Ethics is not one that you want to pursue as a public relations practitioner.

Problem 8-B

REFEREEING A NEW KIND OF GAME

After earning three letters for sports at Louisiana State University, you were sidelined by a knee injury that kept you out of the professional draft. Fortunately, your journalism/public relations major helped you land a good job with Dorino, Marion public relations agency. The firm does some work for professional sports teams and suppliers and has good connections in the state capital. They also have a reputation for public service assistance to nonprofit organizations. You like it at Dorino, Marion. They like you.

The main account you personally handle is the subcommittee of the Mardi Gras, which brings in celebrities for the annual event. Your work tends to be seasonal except for periodic planning meetings, some out-of-town contacts and some correspondence, so you have considerable spare time.

That situation changed suddenly one day, when the agency was approached to take on the public relations problems arising from the actions of Brother Omans, the charismatic, activist minister of the local Bible-for-Everybody. It seems that Omans, with the active support of a doctor who wrote an anti-abortion book, has challenged the activities of the local Birth Control Institute Inc., an affiliate of Planned Parenthood International. They are known to perform and arrange abortions.

Brother Omans has notified the institute by mail that its “committing murders” and that it risks “harsh judgment” in which proper penalties can be imposed. He has led a picketing group, some of whose members went beyond passing out pamphlets to shouting at clients heading into the institute.

Mrs. Safeway, head of the institute, has gone to the police for protection. The police say that the pickets do not trespass as long as they stay on the sidewalk, that they have the right of assembly and freedom of speech. If and when Brother Omans or his constituents break any law, they will be apprehended.

Mrs. Safeway is concerned that this reactive attitude may allow further escalation of potential violence. She therefore approaches Dorino, Marion to ask for advice in seeking a more proactive approach to the situation.

You are assigned the task of analyzing the situation and coming up with a proactive approach as a public service of your agency. You know that Louisiana favors restricting abortion rights and probably would, if it were legal, forbid any abortion except in very narrow circumstances.

To get your facts straight, even before you go to see Mrs. Safeway, you talk to a member of the local media with whom you went to school. He tells you that Brother Omans set up shop locally about eight years ago. A profile the newspaper did on him shows that he has had quite a career. At one time he was a circus barker hailing originally from San Antonio, Texas, traveled through the southern Bible Belt, became a minister, and then moved to New Orleans. If he had anything in his background of moral turpitude, or assets, there is nothing about it in the newspaper morgue.

From other sources, you find that in the past eight years, Brother Omans, from the pulpit, has taken on or opposed witches, homosexuals, pornography, X-rated movies, the “mercy death” of a 93 year old comatose man, Mormon missionaries in general and any women who go into politics.

Armed with this information, you go to see Mrs. Safeway at the Birth Control Institute. She’s scared. There have been so many instances of bombing or arson at Planned Parenthood clinics, she can envision some of Brother Omans’ constituents making her place a target. She has notified the Planned Parenthood national office. She has read their Clinic Defense Manual and notified the appropriate offices in New Orleans of her concern. She hopes you can do something to calm the situation down, but not antagonize Brother Omans, his doctor supporter, or his followers. She appreciates that your agency has agreed to take on this project as a public service. You respect her professionalism, but recognize that some of her actions have themselves been adversarial.

Back at your office, you talk it over with your boss. You agree that there are such strong feelings on both sides that it would be tough to marshal enough neutral public opinion to induce a reconciliation without at the same time arousing special interests with strong bias toward a confrontation or worse.

"This looks like one of those situations calling for a brainstorming session at the agency, bringing together representatives of groups with a stake in peaceful coexistence, and no ax to grind, on abortion," your boss says. "Maybe we can get a strategic plan out of the session. If not, it will put Brother Omans on notice that some important people are watching him, and it may reassure Mrs. Safeway that she isn't about to be bombed."

Your boss instructs you to make up an invitation list of about fifteen organizations, starting with city hall, the police department and the county medical society, a brief statement of the meeting's purpose, and a tentative agenda for the meeting. "When you get those done, let me have a look," your boss says.

1. Before you start on this project, what issues affecting other members of the firm and the firm's reputation in the community might you want to discuss with your supervisor? How would you suggest dealing with them?

Abortion is an extremely controversial subject because people generally have a strong personal belief one way or another. Members of your firm are entitled to their own personal views as well, and they may not all be in favor of working for the Birth Control Institute. You would want to take into consideration what this project could do to your firm's reputation in the community. It is stated in the problem that, overall, Louisiana is not in favor of abortion -- chances are that this sentiment is reflected in your local community to some extent, and it might be disruptive to that community to take this case. You may want to start with an internal meeting to discuss the client its need, and the firm's position. It is best to be upfront with your coworkers, to inform them of the situation before they hear about it somewhere else.

In dealing with this issue, position your firm in the middle. Present your role as that of a mediator, not a player for one side or the other. If members of your firm, as well as community members, see you trying to resolve a potentially volatile situation without choosing sides, it would encourage them to view your participation as neutral.

The first question to answer may be, “What publics are we concerned about? What will this initial meeting do to serve them?" In order to plan a strategy, you must first define the objectives of your project and the publics you are trying to assist.

2. Do you agree with the suggestion that the invitations list should include city hall and the police department? If so, why? If not, on what basis would you suggest omitting them?

It would be a good idea to bring in some sort of law enforcement interests, as this is an emotional, and in some cases violent, conflict. The police should be aware of what is being proposed so that they can be prepared to offer any alternatives to your plan that they might find necessary. On top of an already debatable project, you don't want to start a controversy with the police and city hall by not keeping them informed or asking for their input.

3. Would you include Mrs. Safeway or Brother Omans or both in this initial meeting? What could be the positive and negative results of having them there?

Some of the negative results of having Mrs. Safeway and Brother Omans at the initial meeting are that their presence might detract from the purpose of the meeting, and there would undoubtedly be some strong feelings between the two of them. It would be only natural for each to try to persuade the group that their perspective is the correct one, and that would jeopardize the neutrality of your core group.

On the other hand, without representation from the two sides, your core group participants may not be as quick to “buy in” on the project. It is probable that your attendees might expect to meet and talk with the two key players that have brought the issue to light. Without Brother Omans and Mrs. Safeway at the initial meeting to present their respective sides, the issue would lose some of its urgency and importance. Regardless of whether Safeway and Omans are invited to the meeting, remember that you would never want to invite one without the other, at the risk of appearing biased.

4. What would be your list, the statement to invitees and the agenda?

The list of invitees might include: city hall, the police department, a representative from the county medical society, someone from the school board and any other important opinion leaders in the community. If possible, it would be beneficial to invite someone associated with a local church, if they could remain impartial to the issue. Similarly, inviting a Planned Parenthood representative would provide the group with valuable information, but that representative would have to remain unbiased.

At least in the early planning stages, it would be a good idea to keep the core group small. With a select group of individuals, there is less chance of the issue getting out of hand and for personal opinions to enter the picture. A three-ring circus will not accomplish anything.

The statement of the meeting's purpose should include the following key points:

· We are trying to formulate a strategic plan for the resolution of this issue.

· No one (in the group) is taking sides on the issue -- just trying to work out a solution that is satisfactory for both sides.

· We do not want this issue to become a hot topic of public debate. We do want to nip it in the bud before it becomes a larger conflict than it is.

· The resolution does not necessarily have to be ideal for either side, but should provide a nonviolent, non-threatening solution.

· A benefit statement for the community participants, letting them know how they will benefit by getting involved.

The meeting agenda should be designed to include all of the key elements in a format that allows open communication within the group.

5. What would be your recommendation in alerting or not alerting the media

and dealing with the possibility of a premature leak?

At the point of the initial meeting, there really isn't much information to leak. To avoid escalating the issue and bringing it to the forefront of public debate, do not alert the media before you really have something newsworthy to tell them. If, for example, a reasonable plan for resolution is developed in the initial meeting, then let the media know that. Unless there is some sort of action being taken or some steps made toward a solution, it is not necessary for the media to become involved. That involvement would potentially stir up public sentiment on the issue and strengthen the conflict.

Problem 8-C

ANTICIPATING EMERGING ISSUES

With a staff meeting scheduled for Friday, it leaves less than a week to get a recommendation in place concerning the school name (and probably mascot, too).

The first step in determining a recommendation is to do some research on the name and its status with students and alumni of the school. It is beneficial to have a good relationship with the alumni association so a call to the current president is met with appreciation, if not enthusiasm. She, too, has probably heard rumblings about politically correct nicknames, and is likely not happy with those who would change a long-time tradition at the school. She probably believes these people are just looking to flex the newly found power delivered by the “PC” crowd.

She should agree to quickly assemble the past president’s council for a focus group. Any practitioner would be apprehensive about facing this group with the suggestion that the name be changed, but time is running out. It has to be done.

It would be wise to assemble the student council, national honor society and grade-level presidents for an informal focus group. Explain that there are those outside the school who find the term “Braves” demeaning to Native Americans. Ask their opinions about this, and the advisability of changing the name to something less offensive.

If this group is pretty open minded, one could project some understanding, but some will be doubtful that changing the school’s team name will do anything to improve the self-esteem of Native Americans. Try to get them to go back to their respective organizations, seek opinions and then meet the next day after school for their reports.

That night, the alumni presidents’ group will be a tough crowd. They have been out of school for as long as 20 years, and history has always been as important to them as their memories of their school days. They’ll see no reason to change the nickname, but should agree to listen to any suggestions.

The next day, expect the students to report that losing the “Braves” name would upset most of the current students, but, like the alumni, they should be willing to listen to any suggested alternative.

Don’t contact the Find Another Name (FAN) organization yet; keep that door closed for now. Once you start conversations with a group like this, it’s hard to stop without meeting its expectations. Until it’s time to agree or disagree with them, do not include them in the research.

It is clear from this research that an issues anticipation committee or task force is warranted. This is a potentially divisive issue that needs thoughtful consideration, and it likely won’t be the last such issue the school must contend with, given today’s social -- activist bent.

As you begin preparing the report, try to think of a way to maintain the loyalty and support of the alumni, the current students and the many fans the school has in the community. The Braves issue won’t go away just because those close to the school want to keep the historic team name, and these groups don’t want the school influenced by people without a direct link to, or a stake in, the school.

One way to appease both sides of this issue is to find a team name that is acceptable to all. It is evident that “Braves” won’t be accepted by FAN, but both groups might like the collective name “BRAVE.” That should be the recommendation to the Board.

Such names have been around for some time. The University of Southern California, for example, is known as the “Cardinal.” This is not the bird; it’s the color. The Utah team in the NBA is known as the “Jazz” which is really a holdover from when the team was in New Orleans. In Orlando, the NBA team is known as the “Magic.”

Using the term “Brave” would allow students, alumni and fans to continue to have a familiar and popular name. Now it would represent the valiant, the stalwart and the courageous, rather than a word that stereotypes American Indians.

Although time is running out, offer that idea to the alumni association president and the student body president and ask them to solicit opinions from their peers. Tell them of the Friday deadline and request that they get back to you ASAP.

As Friday approaches, draft the report. The first item is the recommendation that the school appoint an issue anticipation committee. Be willing to head the committee and ask that alumni, current students and opinion leaders be included. The committee would meet monthly, with individual members charged with daily monitoring of the social, technical, political and economic environments locally, with an eye to spotting any trends that might impact the school or its stakeholders.

The second recommendation is that the Board approve changing the school’s team name from “Braves” to “Brave.” Explain why this is up for discussion; relate any conversations with students and alumni, and the rationale for recommending the change. Ask the Board’s permission to work with the FAN group if changing the name is approved.

With the Board’s permission, the issue anticipation committee will be formed and help map a strategy and tactics involved in officially changing the school name (assuming that recommendation is accepted as well.)

At the appropriate time, school officials, students and alumni will join with FAN in announcing the new name and the rationale behind the decision.

Such a joint announcement should satisfy most people and the issue anticipation team can retreat to take care of the tasks assigned to it.

Baldoni Chapter 7 (Quoted or Closely Adapted):

Assessing Your Audience

Intelligence Poster

Meet audience expectations.

Overcome objections within the presentation.

Determine the objection: Find out possible issues or concerns the audience may have with you or the organization you represent.
Acknowledge the issue (say it out loud).
Empathize.
Remind the audience of shared experiences.
Deliver the message.
Open the door for compromise.

Create a relationship, which may be just during the presentation or longer.

Bill Veeck--Master Promoter in Major League Baseball.

"I have always tried to entertain. And I have always found a stuffed shirt the most irresistible of all targets.

Veeck Leadership Principles

Listen to the fans.
Know the score--the media can make or break the sports business.
Be seen and be accessible.
Give back something.
Have fun.
Live your message.

Bill Veeck Photo of Bill Veeck

Baldoni Chapter 8 (Quoted or Closely Adapted): Delivering the Message

Solution Poster

Establishing credibility (believability) is fundamental to leadership.

Reflect the mood of the moment.
Emulate, don't copy.
Act the part. Speak and look like a leader.
Take the message, not yourself, seriously.

Sell the Message

Ask questions.
Make the benefits real.
Echo the values.
Ask for the sale. Ask for support.
Play for passion.
Use symbols.
Dress the hall with a banner, product display, pennants, something.
Choose your clothes carefully.
Music can energize people.
Consider the backdrop.
Respect silence in memory of others.

Jack Welch Photo of Jack Welch

2007 NADA Convention, Jack Welch

HSM_ GROUP Jack Welch

Charlie Rose -- JACK WELCH / GAIL COLLINS

Jack Welch--The Strategic Communicator

He has been called the greatest CEO in the US. He was chairman and CEO of General Electric from 1981 to 2001.

He give power to people.

Welch says a CEO's greatest failing is being the last to know. A leader who never hears bad news is hopelessly out of touch.

Welch is a corporate statesman who is a true believer in the long-term future of his company.

Welch has a capacity for self-criticism.

Welch's Leadership Lessons

Embrace change.
Focus on developing people.
Communicate relentlessly.
Be decisive.
Be seen as the leader.
Live your message.

Supplementary Leadership Information

From CA 675

Picture of businesswoman.

Kouzes & Posner Enable Others to Act.

Exemplary leaders enable others to act. They foster collaboration and build trust. Leaders make it possible for others to do good work.

Commitment: Foster collaboration by promoting cooperative goals and building trust. Strengthen others by sharing power and discretion.

Leadership Diagram

Photo Credit

Kouzes & Posner Challenge the Process.

Leader diagram

Photo Credit

Commitment: Search for opportunities by seeking innovative ways to change, grow, and improve. Experiment and take risks by constantly generating small wins and learning from mistakes.

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In this unit, you analyzed factors that influence public issue campaigns and debates in a global organizational context. You talked about cases of Public Issues Campaigns. You examined the leadership and communication of Jack Welch and Bill Veeck.

Wk7 or Unit 7 Ethics and Values

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In this unit, you will read cases that examine ethical behavior. Leaders to be discussed include Mother Teresa, George C. Marshall, Vince Lombardi, and Harvey Penick.

ethics cartoon

http://www.claybennett.com/images/archivetoons/ethics.jpg

Wk7 or Unit 7 Review of Previous Unit's Case and Problem Questions and Answers

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Case 8-2

TAKE YOUR CHOICE: TOBACCO OR HEALTH

Issues that deal with products that have a potential health risk are constantly surrounded in controversy. This case outlines the historical development of the conflict between tobacco companies and anti-smoking groups. At the heart of this issue is the right of people to smoke versus the right of others not to be impinged on by smoke and the social responsibility of the tobacco companies. Smoking is dangerous to the health of the smoker or those around them. Does the government have the right to dictate where people can and cannot smoke? The courts increasingly say “yes.”

1. On the basis of the information in this case, your personal knowledge, and a professional, objective mind-set, which, if any, of the following conclusions might be supported by maxims of persuasion (see Chapter 1) or by the strategy and tactics used on either side?

a. The anti-smoking coalition and the tobacco interests have been equally effective in their communication programs.

Until recently, both sides have been head-to-head in their efforts to get the action they wanted from either the smoking or non-smoking side. Now it seems as though the anti-smoking coalition is gaining a lead and is having more success with their communication programs. The second maxim, source of information, may be one reason. The anti-smoking forces (The American Cancer Society, Lung Association, doctors, etc.) are all respected, trusted sources of information on our health. Also, the maxim about clarity, simplicity and symbolism is also applicable here. Pro-smoking groups need to convince people that it's not a dangerous habit, encourage current smokers to continue and replenish the supply of smokers with new recruits -- all while people are suffering from smoking-related diseases. It's a bit easier for the non-smokers to get their point across that "smoking is harmful."

b. One side (which one?) has focused more on influencing behavior than opinion.

The no-smoking side has focused more on behavior by being more adamant in their efforts to encourage smokers to quit. Their message is clearly "Quit smoking." The smoking side, on the other hand, communicates that "Smoking is cool" and "Smoking isn't bad for you," which are not directly actionable messages. It has been a fine line for the tobacco companies, because they haven't wanted to appear to influence potential smokers. They emphasize brand switching versus recruitment.

c. The aims and actions of both sides, one side, or neither, reflect a genuine concern for public opinion and behavior over the long haul.

Both sides in this situation are concerned with affecting public opinion and behavior. The anti-smoking advocates want people to stop smoking and the smoking side wants people to continue and begin smoking. The effectiveness of each side's campaign is supported by the maxim that says a suggested action as part of a message is more likely to be accepted than a message by itself. With fewer people taking up the habit, it appears that the anti-smoking coalition has successfully gotten its “Stop Smoking” message across to more people.

d. The tobacco interests give more evidence of "issue anticipation" than the anti-smoking coalition.

Since the massive legal settlements, some tobacco companies have made efforts in discouraging people under 18 (the legal age smoke) from smoking. These companies are anticipating that the anti-smoking forces will accuse them of convincing future generations to pick up the habit. While they are then sending mixed messages by advertising to young people, they can still claim to be socially responsible by having these programs in place.

e. The public relations thinking and actions on both sides can be decisive factors in attaining a reasonable solution.

Public relations techniques can have a part in several proven maxims, including:

· Being a good source of information for the public trying to make a decision.

· Helping to establish personal contact with the various publics.

· Making sure the message is clear and simple and is actionable.

2. On the smoking side of the debate, there is the personal freedom to make choices in life. On the anti-smoking side, there is personal health. Both are strong appeals to self-interest. Are there other appeals you find significant in the contest?

Second-hand smoke is an issue for non-smokers. While smokers may have the choice of whether or not to light up, that makes it difficult for non-smokers in the room who dislike it. Also, insurance costs for everyone are rising, in part due to the costs associated with treating long-term illnesses like cancer.

On the smoking side, non-smokers can go somewhere that the smoke won't bother them. Why is it always the smokers who are being restricted? Some smokers may say that it's not their fault they smoke -- they're addicted and can't do anything about it. Also, there are other "smells" that may offend or harm others ( e.g., perfume, cleaning products, and even air fresheners).

3. The chapter introduction talks about stakeholders. Among the tobacco interests, stakeholders would be vehicles that carry tobacco advertising. Can you think of any others? Among the no-smoking stakeholders would be insurance companies. Are there others? Does that leave anyone or any group in the middle, the neutral or “don’t care" category?

Tobacco Stakeholders:

· Smokers

· Shareholders in tobacco companies

· Doctors who earn a living treating smokers

· Growers and sellers of tobacco, those who support tobacco -- from agriculture to ads

· People in communities that are dependent on tobacco as a commodity

No-smoking Stakeholders:

· Non-smokers who are bothered by smoking

· American Lung Association, American Cancer Society or similar groups

· Doctors concerned with public health

Neutral:

· Non-smokers who aren’t bothered by smoke

4. Are there moral and ethical considerations a practitioner should take into account before serving an employer or client involved in the tobacco, liquor, pornography or handgun industries? Put another way, should the moral and ethical standards of a professional be essentially the same as those of his or her employer or client? Whether yes or no, can you think of a situation in which you would make an exception?

Practitioners should only work with clients they feel comfortable supporting -- or they won’t be doing their best work. No matter what the client, your personal convictions should always come first. If the project would help a worthy cause, either financially or otherwise, exceptions to personal convictions might be able to be made. Or, if the organization was asking you to help

communicate something that would ultimately benefit the public (i.e., age minimums, limits on consumption, etc.). Remember, though, that every legitimate organization has the right to have a voice in the court of public opinion.

5. The issue of whether a company has the right to mandate what an employee can do in his or her spare time has been hotly debated in recent years. From the employer's viewpoint, what would be acceptable to make restrictions on and why? From the employee's viewpoint?

From an employer's viewpoint:

Most employers don't want employees involved in any illegal or potentially embarrassing situations after work. It makes the organization look bad and could result in lowered productivity at the office. Some employers restrict second jobs altogether and some won't allow working for a competitor in the same field. Obviously, the latter is a reasonable request. If an employer makes known their requests before hiring someone, the employee has the opportunity to accept the job under those stipulations.

From an employee's viewpoint:

Personal time is personal time. An employer is paying for a certain amount of time and what’s left over is yours. Whatever you do outside of that time is your business. An employer could, however, relieve you of your duties if your outside activities conflict with your work life.

Case 8-3

GUNS -- FOR WHOM? FOR WHAT?

Another emotionally charged issue, the availability and restriction of guns, has become a hot topic. This case discusses how the National Rifle Association marshals and sustains resistance to restrictive firearm measures. Although polls of the U.S. population reveal a strong gun control sentiment, the NRA still remains rather victorious in Washington. Repeated attempts at the federal level for gun control legislation have failed in the face of NRA opposition.

1. The strategy of the NRA has been to oppose any legal measures that might tighten controls. The grounds are that any of these would be a foot in the door leading to demands for more such laws. As an objective communications professional, how do you feel about this "no exceptions," "no compromise," "not one inch" attitude? Has your attitude changed at all by your studies of the ultimate purpose of public relations? If so, how and why?

The NRA would probably have a better reputation if it were a bit more flexible in dealings with the opposition. Some of their strong-arm tactics, such as sending negative mailings to the constituencies of congresspeople who don't endorse certain bills, have angered members of the legislature. In addition, pro-NRA issues are winning by smaller and smaller margins on Capitol Hill. Finally, leaders of the nation's law enforcement agencies, once vocal supporters of the NRA, are now taking issue with the organization. Much of the public relations philosophy concerns building relationships, even with those who oppose you. By continuing in this vein, NRA leaders have succeeded in strengthening the resistance against them.

As an overall strategy, therefore, the “take no prisoners” approach (extreme no compromise) can really only be successful for a time -- until public backlash occurs. With continual modification and compromise, the organization and its purpose can remain intact and strong.

2. For those who hold to a hard line on the gun issue (on either side) and those who hold to a hard line on birth control (either way), what similarities and differences do you find in the basis of their convictions? In their strategy and tactics?

Both the pro-life and pro-gun sides are unwavering in their convictions. Neither side makes any room for compromise on their issue. Also, both issues are based in strong personal beliefs and really have no right or wrong answer.

They are different in that pro-life activists will use any tactic to keep an abortion from happening-including hurting another person. They frequently condone such actions, unlike the NRA who uses more subtle tactics and tries to get their message understood. The NRA even has the policy of "laying low" during incidents where it knows it will be criticized. Both pro-life and pro-gun advocates see the value in communicating to decision-makers. Both do it through letter-writing campaigns.

3. Using the definitions of a public issue and a crisis given in the introduction to this chapter, which of the following would you consider issues, which crises and which are neither?

a. Birth control -- issue

b. Gun control -- issue

c. Integrity in public office -- an issue in general and occasionally becomes a crisis

d. Insurance rates -- in some cases this may be an issue, but is not usually emotionally charged enough

e. Crime rates -- the rates are an issue and specific incidents can be crisis

f. Drug usage -- an issue

4. Can you think of a strategy that the NRA could take in order to influence the public along its line of thinking? What strategies are used that soften the position? That strengthen it?

If the NRA would loosen up a bit and allow for discussions of possible compromise, there is a good chance they would get more of mainstream America on their side. Their unwavering position against any and all legislation suggests they know they are wrong and stand to lose it all. Their approach to gun rights is antagonistic at times and alienates possible supporters. The NRA could find out why people aren't supporting it and then address those concerns on a local level.

5. Was this case presented in a biased manner? Give evidence for your position. This type of analysis is a regular task of public relations practitioners preparing plans and strategies.

Obviously, the authors believe they have presented the information as objectively as possible. The NRA’s side is discussed, beginning on page 235, with the history of the organization, financial information, and discussion of the group’s strategy. The material doesn’t seem to be the opinion of the authors, but a mere presentation of facts as presented by the NRA itself.

6. How can a group with only 10 to 15 percent of the public supporting its views, which has historically been the case with the NRA, be so powerful? Why would officeholders listen to its views? What strategies do you feel enable such a minority view to prevail for so long? What must the Brady Campaign and others opposed to unregulated gun ownership do to successfully make their case?

As we learned in the chapter introduction, a vocal minority frequently prevails.

The NRA’s efforts have focused intensely on backing politicians who do not favor restrictive gun legislation. It also gets their attention by flooding them with telegrams to oppose legislation that appears to be leading to federal gun control legislation. Another tactic the NRA utilizes is to lay low publicly any time a shocking crime, such as the shooting of a public figure takes place.

Officeholders listen to these views because it’s likely that they outnumber contacts from the opposition. Again, remember the active, vocal minority. The Brady Campaign and similar groups need to make themselves heard, either by combining groups to be a larger voice, or by at least coordinating efforts to get to the decision-makers.

Case 8-4

UNITED WAY AND THE BOY SCOUTS OF AMERICA: A QUESTION OF FUNDING

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This case illustrates how the depth of sincerity evidenced by a public agency can sometimes lead to conflict with another similar entity with equal sincerity, and thereby create public relations problems for everyone involved. The United Way wants to be diverse and inclusive. The Boy Scouts want to adhere to its century-long standards. The law agrees. Good public relations strategies and tactics will determine if society goes along.

1. When laws (as in a Supreme Court decision) conflict with mores (accepted social conduct), how can one decide what is right?

Laws, normally, take precedent over mores. However, this is not totally a legal issue. There is no law that says United Way has to give money to any organization. There are many non-profits, that, for whatever reason, receive no funding from United Way. In cases such as this, one has to do “the right thing for the right reasons.” United Way, to its credit, is sticking up for something in which it believes.

That’s where mores come in. Mores are the social standards just below the law in strength. Many times, changing mores predict changing laws. In America today the homosexual community has developed a high profile, and there is a legitimate possibility that in the near future sexual orientation will find itself among other “protected classes” of American society.

The Boy Scouts, as a private institution, can establish policies of its choice as well. It, too, is sticking up for something it holds dear. The term “morally straight” has been part of the Scout Oath for 100 years. Both institutions are right—or wrong—depending on one’s point of view.

2. Are the positions of the Boy Scouts and United Way really mutually exclusive?

Certainly not. Some 90 percent of local United Way chapters have no problem continuing to fund local Boy Scout councils. It’s the other 10 percent that have the problem, and even there, it’s not a problem with no resolution. Various funding options, for example, allow both sides to “win” or “save face” with its constituents. Gregg Shields rightly points out that in most communities, the Boy Scout leaders and United Way leaders are one and the same. Common sense can reduce this issue to a non-issue at most local levels.

3. Discuss the strategy of United Way America pushing decisions down to the local-chapter level.

The decision to make this a “local option” was a wise strategy for United Way to establish. A broad, national policy against the Boy Scouts would have been a disaster for both sides. Donors would have to make a choice—a choice most of them were loath to make. Everyone would be hurt, and no one would benefit.

By making this a local decision, the United Way allows chapters who feel strongly about the issue to take a stand while enabling those where it isn’t a pressing problem to go along as usual.

4. If you were PR counsel to the Boy Scouts of America, what advice would you offer?

The Boy Scouts are pursuing a sound PR strategy already. Guided by the offices of Edelman & Company, BSA is maintaining its “morally straight” posture while becoming more inclusive and diverse. Entries into demographics currently underserved—such as African-Americans and Hispanics—not only offer opportunities to increase membership, but also make BSA more inclusive and diverse. This posture plays well with a public that is being asked to see BSA as bigoted and discriminatory.

5. If you were PR counsel to United Way, what advice would you offer?

The United Way has more serious public relations problems than does BSA. One might get the feeling that UW opened a can of worms that it might want to re-cap. Five years into the “anti-discriminatory” policy, only 10 percent of local United Way Chapters subscribe to the policy. And, among the 10 percent that do, many are finding ways to continue to fund BSA councils, even while subscribing to the policy on paper. Other chapters that once followed the policy are now restoring funding to the BSA.

One might advise the United Way to “make up its mine” once and for all on the policy. If there is deep support for the policy, then stay the course. If the support within UW is lukewarm, then revisions might be in order.

Here is where some good research will help. United Way (national) should spend the money to determine what perceptions and behaviors have resulted from the policy so far. Are these the perceptions and behaviors that UW wants?

What competitive forces are at work here? Are competitors taking advantage of the situation to eat into UW’s power base—American corporations?

What do donors think? Is this giving reluctant donors a reason to stop donating? Are they shifting to a competitive effort? Are they managing their own donations to charities of their choice?

Any advice should rest on the results of thorough research, and this is a good example of that.

Case 8-5

A CLASSIC: FREE THE TEXAS SHOPPER!

The general public becomes particularly active when an issue emerges that has direct impact on their lifestyle. When a Texas coalition proposed to repeal the blue laws that prohibited retail stores from opening on Sundays, the state population became divided -- and the powerful public support became a key ingredient for both sides in the ensuing conflict.

1. Suppose research showed that about half of the key Texas population opposed Sunday sales, while half supported them. What counsel would you have given the retail group? How would you have dealt with opposing groups?

First of all, know who it is that you're dealing with -- research the two audiences. Find out why specifically half of the population was against the repeal, to determine what, if anything, can be done to sway their votes. Use the voices and opinions of those who support you in order to gain more public support. Community members are often more likely to listen to the reasoning of their neighbors and peers than they would be with a coalition group with obvious personal interest in the issue. Distributing information -- as the coalition did with its advertisements and bag stuffers -- is a good idea, because the public needs as much information as possible to make a sound, logical decision. In this case, educating the public on the benefits of the blue laws repeal might be enough to change some votes. To avoid losing the repeal due to misinformation -- or lack of information -- the retail group would be wise to try to educate, as well as persuade community members.

2. If you were counsel to the opposing group, what would you have suggested they do to defeat the repeal proposal?

Counsel for both sides of this issue would involve many of the same elements. One suggestion would be to employ the support of the community members who favor the blue laws. As identified in the case, these supporters include car dealers, department store management and church clergy -- the kind of opinion leaders who other publics would look to for information. In dispensing information, identify the practical and effective reasons why the blue laws are a good idea. How have they been successful? It is easier for people to identify with an issue if they can associate it to their own lives. Concentrating, how the blue laws have contributed to their quality of life -- and how that quality would change if the laws were repealed -- is important.

3. Assume your employer is moving into a new state and wants to build the type of consumer support that Target and its allies created. What types of activities would you pursue? Draw up a plan.

Target's success came largely due to its long history of social responsibility and community participation. This simple statement can be broken down into three parts that effectively illustrate why Target was so successful.

· Long history. Overwhelming consumer support is not likely to spring up overnight. There needs to be a strong foundation for positive relationships both internally and externally. Develop a company policy or guidelines for this relationship building and stick with it. Most importantly, be patient. As a company gains a reputation for exceptional consumer and employee relations, support and loyalty from the community is likely to follow.

· Social responsibility. Show your interest in and concern for the quality of life in the community, not just within the company. Incorporate programs to exhibit this social consciousness -- programs that bring together the interests of your company and the community's needs. Setting up a policy of social responsibility will show the public that you are interested in building positive relationships with them, and as a part of that relationship, you are willing to contribute to the well-being of the community. If you develop a reputation for being supportive and responsible within the community, they will, in turn, be more likely to support your company when needed.

· Community participation. Sometimes it is not enough for the public to identify with a corporation as a whole. It is conducive to positive consumer relations to identify with the public on a face-to-face basis. Encourage active community participation on all employee levels. Corporate community participation is often coupled with social responsibility, and implementing a program that combines the two goals is a useful way to gain community support. It is not enough to say that your company supports the community -- initiating one-on-one communication out in the community is what gets results.

4. In light of Chapter 2, what are some of the considerations that go into

strategic thinking leading to a plan and a program? What are some of the elements beyond media and messages? Is your response to this question reflected in your response to questions 1, 2 and 3?

Strategic thinking requires a number of considerations. Before you construct a plan or develop a program, think about your project's:

· objectives

· alternatives

· obstacles

· gains versus losses

· consequences

· conclusions

All of these points need to be examined and researched, in order to anticipate any potential problems or opportunities that might arise, define program's short- and long-term goals, and ensure that the plan echoes your organization's objectives.

Some other important planning elements include:

· theme and appeal

· budget

· tools and vehicles

· manpower/special talent

· logistics

· audience profiles

· timetable

Some of the above points should be reflected in responses to the previous three questions, as students were asked to construct plans and use strategies. The most successful public relations programs are prepared from strategic thinking and planning. Those plans that are thrown together, often in a reactive posture, are usually not as successful.

Case 8-6

MOTHERS AGAINST DRUNK DRIVING – MADD

www.theheritagecompany.com.

Support groups are often a source of comfort and understanding for people who have had emotional or tragic experiences. In addition to providing this base of assistance, support groups can work to promote awareness and education about public issues. Mothers Against Drunk Driving (MADD) is one such organization that assists victims and also raises awareness in the community.

1. MADD was an organization established by one who had suffered a great tragedy because of the carelessness of a drunk driver. Today the organization has been extremely successful in exacting changes in societal attitude against drunk driving. What does their success indicate about relationships formed when people who have suffered the same tragedy band together?

Consider the old saying, “misery loves company.” MADD’s success illustrates that people form bonds more easily with others who share their experiences -- particularly emotional experiences. When tragedy is involved, a major support base can be found in others who sympathize, who understand, who know firsthand what the experience is like. These bonds are stronger than those formed between people without the emotional connection or similar experiences. In regard to MADD’s success, people who are bound by emotion are continually reminded of that bond, reminded of the reason they were brought together. That reinforcement makes the group that much stronger as a whole unit and more committed to their cause, whether it be enacting change or preserving something.

2. Can you think of another organization that was formed because of an emotion-laden circumstance? Has it been as successful as MADD? Explain you answer.

Very few organizations come to mind as quickly as MADD. This is not to say that there are no programs out there that have been as successful as MADD in building community awareness or in advocating social reform, such organizations surely do exist. There are several organizations devoted to finding missing children, coalitions formed for AIDS awareness and support, and programs for abused and battered women. MADD is unique, however, in its nationwide recognition and familiarity, while many of the other organizations are most familiar at the local level and in their particular communities.

The success of any of these organizations depends on how they are perceived and supported by the public, how well-developed they are and how active the members are. MADD’s success is, in part, due to the active participation and commitment of its members and the sympathetic support received from the public. The scope of MADD’s success is reflected in the fact that there are more than 400 MADD chapters nationwide and continually increasing membership.

3. Can you think of any other communication vehicles MADD could utilize to spread its message? What are they?

In reviewing the list of communication vehicles that MADD already uses, it appears that many of them are reactive. While the support and assistance that the organization provides for victims of drunk driving and their families is very valuable, it is also important to curb the initial drunk driving behavior.

· On the local level, MADD could work with restaurants and bars to establish a designated driver program, offering free nonalcoholic beverages or even a free meal to those designated drivers. Some places do offer this sort of “reward” for sober drivers during the holiday season, but it is a program that needs to be implemented in more establishments -- and not just on holidays.

· Similar to MADD’s Project Red Ribbon, which works at the point of behavior, a “table tent” campaign could be implemented in bars and restaurants as well. These MADD-sponsored reminders about the dangers and consequences of drinking and driving could be placed on tables and at the bar, where people who are drinking will see them.

· Another proactive communications effort could be made at the high school level. MADD could work in conjunction with the student organization, SADD, to promote awareness and education. As seen in MADD’s victim impact panels, real-life anecdotes send a powerful message to the public, perhaps bringing a similar program into the schools would impact teenagers before they decide to drink and drive.

· In addition to educating young people, provide them with an alternative to drinking and driving. Local MADD and SADD chapters could sponsor dances, carnivals, movie nights, sports events, any non-alcoholic functions that fall within their budget and spark an interest in the teenage population. By creating such activities, MADD would not only express concern for teenage drinking, but also reaffirm their position as a supportive advocate in the community.

It is important to note that many of these ideas do already exist in some communities. If they were implemented on a nationwide basis, however, it might influence behavior change on a more noticeable scale.

Unit 7 Ethics and Values

Input

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Chapter 10

STANDARDS, ETHICS AND VALUES

Discussed in this chapter are the five factors that regulate social conduct. The authors identify those factors as:

• Tradition: How has the situation been viewed or handled in the past?
• Public opinion: What is currently acceptable behavior to the majority of one’s peers?
• Law: What is permissible and what prohibited by legislation?
• Morality: Generally connotes a spiritual or religious prohibition; immorality is a charge usually leveled in issues on which religious teachings have concentrated.
• Ethics: Standards set by a profession, an organization, or oneself, based on conscience -- what is right or fair to others as well as to self?

These factors keep society functioning despite the negative factors that work against it, such as self-interest, criminality, and over-competitiveness.

The role of conscience is difficult to establish, simply because there are so many variables. What is acceptable or not acceptable often becomes a personal or organizational choice, and that range of conscience is substantial. Another consideration is cultural differences -- what may be perfectly acceptable in some societies is utterly improper in others. It is important to remember that most people tend to apply higher ethical standards for others than they practice themselves -- a classic example of “do as I say, not as I do.” Chapter 10 presents a number of situations in which ethics come into question, and it challenges students to make judgments on whether situations are or are not ethically correct.

In an attempt to set a standard for the role of conscience in public relations, the Public Relations Society of America (PRSA) adopted a Member Code of Ethics. This provides practitioners who are members of PRSA with a standard to follow, to ensure that their activities are noble and unquestionable. The PRSA Member Code of Ethics also works to position public relations as a disciplined ethical and moral force in today’s professional arena.

PROBLEMS

Problem 10-A

WHETHER TO BLOW THE WHISTLE

You are the editor of the main publication for employees for one of the three largest not-for-profit hospitals in the country. You have done well and at the end of your second year find that most all decisions are yours to make when it comes to the publication. The only intervention you have ever had was from your boss at the end of your first year. She told you to get three competitive printing bids annually and then award the contract for the next year to one of the three. You note that this bid is not the lowest, but your boss assures you this printer is worth it because of the quality of the work and its generous financial contributions to the hospital. At that time you followed the directions of your boss.

You and the printer have become socially acquainted attending dinners at the local country club together. You have also noticed that the printer is close with your boss and the hospital’s director of development and they have received entertainment and gifts from the printer. One evening, by coincidence, you overhear a conversation that indicates that your boss’ husband is the brother of the printer’s wife and that your boss has had some sort of financial interest in the firm. This information you did not know. In addition, you heard that the director of development’s daughter has also worked at the printing firm, rumored to be making much more than any other clerical staff at the firm.

All of this information brings new dilemmas and is naturally upsetting. To top it off, the competitive printing bids have come in this week and the printer you have been told to favor is 20 percent higher than the lowest bidder. You have every right to be upset and in a quandary. If you grant the business for the coming year, amounting to $60,000, to the highest bidder, and someone in the treasurer’s office questions it, you could be in big trouble. If you tell the present printer he has to submit a second bid a figure 50 percent lower, you will be in contravention of the hospital’s stated policy and crossing ethical boundaries. Beyond that, what if one of the other bidders finds out and turns in a complaint to the consumer advocate in the state’s attorney general’s office? If you take the matter to your boss, you may have to confront her with what you have heard about an apparent conflict of interest on her part.

An alternative to this situation would be to go over the boss’s head to the director of development who has also accepted favors from the printer on a social basis. She may not want to get involved or may be involved in helping the printer get work from other departments in the hospital. If so, where does that leave you?

You could approach the hospital administrator. However, if you bypass your superiors, you could risk the chance of creating a very unhappy working situation -- or be out looking for a new position.

Finally, if you do nothing, are you committed to a standard of honesty or business ethics that you can live with?

Everything considered, what are you going to do – specifically, in what sequence, with what goals, and what personal strategy and tactics?

This situation most definitely causes ethical dilemmas for the young publication editor at the hospital. Besides this being a conflict of interest for the parties involved, he or she represents an organization that is supported by public money, it is a nonprofit hospital and therefore has obligations to the public in justifying how it spends its money.

Clearly the editor should have not gone along with the boss’s suggestions the first year in choosing the printer. This already put the editor in a questionable situation. However, before he or she takes any action, it would probably be a good idea to go to his or her boss to confirm this information overheard at a party. It is possible that he or she could have heard wrong.

This puts the situation in his or her boss’s hands. If the boss still insists that he editor take the favored printer’s bid he or she is faced with a variety of scenarios:

• going to the director of development
• going to the supervisor of both the boss and the director of development
• making a decision on his or her own and accepting the consequences whatever they may be
• quitting on the spot to avoid the conflict altogether

Obviously these options are all weighted differently according to the editor’s past experiences. However, the Public Relations Society of America does give good guidelines for ethical behavior in its PRSA Code of Ethics. Some that especially apply in this situation:

• A member should not accept fees, commissions, gifts from anyone except clients and employers or those they have done a service for.
• A member must report someone known to have violated the code of ethics.
• A member must sever relationship with any organization or individuals who require this type of unethical conduct.

Mentoring diagram

Photo Credit

Problem 10-B

WRITE THE TRUTH OR “MAKE US LOOK GOOD”?

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This practitioner has a personal moral dilemma. He has accepted a job that places him inside a company that does good work, but asks him to violate his professional and personal standards. His options are (a) to go along and get along, (b) to try to improve the corporate culture, or (c) quit before he, too, becomes jaded and tainted by this experience and this environment.

The first assignment -- the news release announcing a new funding project -- should not create much angst. While the boss wants the release to “make us look good,” that is probably inherent in an announcement of thousands of dollars to a worthy cause. There is no need to conger up more of a story because the truth will be as good as (or better than) any fiction the writer could create.

The larger problem is, should s/he continue to work in this place? Is it unethical to disparage the unfortunate while at the same time donating large sums of money to them? Is there anything wrong in going for the most “bang” while ignoring causes that might have more need? Who decides which organization is the most needy anyway? What are the criteria for such selections? Is there anything unethical or immoral about wanting to burnish the organization’s image? Is that part of the reason this person was hired?

The answer lies in research, which can help sort out the answers to these questions. Among the questions that need to be answered are:
A. What is the giving history of the organization?
B. How much money is given away annually?
C. How is the organization perceived in the community? Why?
D. Where did the organization’s funding originate? Are there any restrictions on its use?
E. What is the corporate culture of this organization? Are sarcastic remarks a sign of an unhealthy culture or just irreverent humor enjoyed by a few employees?
F. What are the prospects of changing any or all of these conditions?

Once the questions are answered, the practitioner’s choice will probably be obvious. If the organization has a history of funding the needy in a fair and decent manner, this might overcome some lapses in personal sensitivity. But if the organization is less than ethical, then s/he might want to look for a better opportunity.

Baldoni Chapter 9 (Quoted or Closely Adapted): Connecting with People Beyond Words

Take the shot poster

Engagement is getting the audience to look, listen, and respond.

Simulate intellect.
Appeal to emotions.
Engage the body with physical movement.

Facilitate Responses

Invite the audience to stand and stretch.
Pose questions to the audience.
Create an ongoing dialogue with the audience.
Thank the audience.

Interactive Tools

Games.
Music to set the mood.
Lighting.
Your product.
the Internet.
Props.
Clothing, such as taking off a jacket and rolling up sleeves.

Alternative Presentation Formats

Leaders continually need to ask themselves why they are communicating. It is to impart the leadership message as it relates to vision, mission, and values. Strengthen the bonds of trust between leader and followers.

Facilitated Dialogue is inviting a skilled facilitator to conduct a dialogue between the leader and the audience. It encourages the participation of leader and audience.

Brief the facilitator beforehand.
Ask the facilitator to develop a list of questions to ask the leader.
Invite the facilitator to provide periodic summaries.
Require the facilitator to keep the meeting on time and on task.
Ask the facilitator to summarize, but then invite the leader to close the dialogue.

Mother Teresa Photo Mother Teresa

Mother Teresa -- Advice from a saint -- Poverty of the Heart

Mother Teresa--A Life of Healing

Founder of a religious order and a Nobel laureate. She demonstrated an ability to bring people to her cause.

Understand the power of words.
Take a stand.
Enlist the support of others.
Use the media.
Live your message.

George C. Marshall --The Great Mobilizer

Chief of Staff to President Roosevelt during WWII.

Communicate your conviction.
Overcome roadblocks.
Be persistent.
Be willing to make sacrifices.
Be sensitive to morale.
Know your limits
Be seen as the leaders.

George C. Marshall Photo George C. Marshall

MOT 1940\: U.S. WAR DEPARTMENT\: EXT War Department

OT 1940\: *GENERAL GEORGE MARSHAL

Marshall Plan 60th Anniversary

Baldoni Chapter 10 (Quoted or Closely Adapted): Coaching--One-to-One Leadership Communication

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Preparation is the greatest lesson a coach can teach his or her players.

Leadership leads to personal connection between leader and follower.

Commitment can occur only if the goals of the individual and the goals of the organization are in synch.

The Coaching Model

Establish trust.
Set expectations.
Teach always.
Problem-solve.
Serve to motivate.
Delivery discipline.
Recognize achievement.
Be a mentor.

Action Coaching Model

Plan ahead.
Uncover the motivational factor.
Give feedback.
Get commitment.
Follow up.

Vince Lombardi Photo Vince Lombardi

The Teacher Coach

Lombardi was head coach of the Green Bay Packers. Taking care of the playbook and always being on time. He would keep practices short, twice a day, tightly planned, with each playing knowing what they were supposed to be doing every minute.

He could be relentless in pushing to try, try, and eventually succeed. After his coaching, he would pull someone aside and ask how he had done. He put the onus of winning upon himself. He took the pressure off his players and put it on his own shoulders.

Lombardi Lessons

Teach, teach, teach
Coach your people
Be firm in your convictions
Show some humanity.
Be seen as a leader.
Live your message.

Vince Lombardi Speech Preview

Vince Lombardi tribute

Harvey Penick. Harvey Penick photo.

Penick was a golf teacher at the University of Texas. He emphasized communication between the player and coach. He was humble and he was a teacher. He loved what he did.

Penick Lessons

Teach, teach, teach.
Coach your people.
Uphold honor.
Be courteous.
Show some humility.
Live your message.

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Baldoni Chapter 11 (Quoted or Closely Adapted): Making Certain the Message Sticks

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Gain agreement and discuss the consequences of failure.

Successful leaders are those who take information and give it meaning, or knowledge, that others can use. When this occurs, the message sticks.

Check for understanding.

Implement the brief-back by asking people to tell you what you have told them and what they will do as a result.

Designate an information source for follow-up information.

Delegate responsibility.

Invent communication loops by asking for suggestions.

Stay in the loop. Too often people cut and run.

Listen, listen, listen.

Echo the message in future communications. Position yourself as an expert and strive to reappear periodically. This is a good tactic for sales presenters, but is useful for everyone.

Transmit the pass.

The leader must ensure that people have the tools and resources they need in order to perform.

Transformation Leadership Diagram

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Rosabeth Moss Kanter Chair of Harvard Business School.

She's a prolific writer.

Open communication raises the stakes for leaders: It discloses their shortcomings along with their successes.

Kanter's message is about empowerment through change and enabling people to think and do for themselves as they turn change into an ally.

"E-communication is the core of e-culture."

Leaders have curiosity, not denial.

Good messages have simplicity, consistent, repetition, and demonstration.

When there are problems: "Face the facts, and face the music. Communicate to all constituencies right away--otherwise any messages sound defensive and reactive. Identify actions to solve the problem, and announce them, even if they won't start right away. Then keep communicating, with frequent updates on revelations and progress."

Kanter's Lessons:

Advocate for change.
Draw analogies.
Share the learning.
Live your message.

Evolve!: Succeeding in the Digital Culture of Tomorrow

The Change Masters: Corporate Entrepreneurs at Work

Confidence: How Winning Streaks and Losing Streaks Begin and End

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Unit 8 Reflection on Leadership Stories

Review of Last Unit's Cases

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Case 10-2

A CLASSIC: BABY FORMULA RAISES QUESTIONS

In this global economy, more people are becoming aware that the actions of one country affect those in another. This statement bears special consideration by companies who manufacture products that are sold and distributed outside of the United States, such as infant formula. As social accountability becomes universal in its scope, such companies are discovering that their ethical responsibilities do not stop at the border.

1. As between the open system and the closed system, which label fits the posture of Nestlè and of IBFAN, expressed in their policies and actions? About proactive versus reactive?

Closed systems have impermeable boundaries so they cannot exchange matter, energy, or information with their environments.

Open systems exchange inputs and outputs through boundaries that are permeable.

In light of the preceding definitions, Nestlé’s posture could be viewed as relatively closed. The communication between Nestlé and the activist groups was cloudy and indirect, and Nestlé did little initially to address or respond to the concerns expressed by these groups. Nestlé’s posture was also reactive, as much of its actions were designed to defend the company against allegations of being a “Baby Killer” and protect itself from activist criticism. To its credit, Nestlé did adopt a more open system of communication as time went on, and the decision to share information and communicate more directly with opposing parties contributed greatly to building trust and constructing relationships.

Conversely, IBFAN’s posture was primarily proactive. The group took the initiative in 1988 to follow-up on the activists of the infant formula manufacturers, and to investigate whether or not the situation had improved. By casting light on the issue again, IBFAN made efforts to halt the potential dangers of the infant formula issue before they became full-blown again. IBFAN also employed a relatively open system, at least in regards to their output of information. They were very sensitive to their environment and made changes along the way to accommodate new developments. In essence, they were taking into account what was happening around them, and reacting to it or planning for it. The organization published its findings in a detailed report and made public their intentions to renew the boycott against Nestlé.

Picture of baby bottle.

2. To change people’s opinions, there are several options in strategy and tactics such as persuasion, coercion, compensation or compulsion. Which ones among these, or others, do you see employed by various opposing groups in this case study?

There are numerous ways in which these particular options in strategy and tactics could be used to influence opinion change.

• Infant formula manufacturers, such as Nestlé, persuaded women in developing countries to use their formula by distributing free samples to the hospitals and sending “milk nurses” to assist new mothers in using it.

• Nestlé was coerced into changing some of its policies on marketing infant formula when activist groups initiated a boycott of Nestlé products and sponsored such events as “Infant Formula Action Day.”

• The compensation that Nestlé hoped to receive after the implementation of the International Code of Marketing of Breastmilk Substitutes was an end to the rumors and allegations that the company was a “Baby Killer.”

• Competitive pressures sometimes serve as a compulsion for companies, such as the formula manufacturers in this case, to overlook ethical standards in the interest of sales figures and results.

3. In 1988, when IBFAN announced a plan to renew the boycott of Nestlé products. Would that clearly constitute a more effective or less effective threat as stated in a Chapter 1 maxim? Might the factor of mildness or harshness depend on Nestlé management’s reaction based on its marketing strategy and practices? Whether it would or not, what does that say to you about the practical application of maxims?

As stated in maxim 12 (see Chapter 1), subsequent events that reinforce the original stimulus for opinion change will tend to increase the degree and durability of the change. With this in mind, IBFAN’s renewed boycott would likely constitute a more effective threat, due to the reinforced message of Nestlé’s lack of social responsibility and adherence to the guidelines and restrictions. To fully apply maxim 12 to this situation, IBFAN’s boycott efforts would increase public opposition to Nestlé and generate renewed support for the boycott.

The degree of mildness or harshness of IBFAN’s threat to boycott would most assuredly depend on Nestlé’s marketing strategy and practices. If Nestlé had changed its marketing strategies significantly -- changing the sale and distribution of infant formula in third world countries, including supplies to hospitals and health clinics -- IBFAN’s threat to boycott would not be as credible or hold as much weight.

Maxims, such as the ones listed in Chapter 1, are highly reliable adages that, due to their time-proven value, are applicable to most situations. However, this case itself shows us that the applicability of such maxims depends on the circumstances involved in a particular situation; the validity of maxim 12, for example, would depend on the success of Nestlé’s marketing and how successful IBFAN was in generating public support for a renewed boycott.

4. If you feel this was a matter on which the opponents could work out a reasonable resolution in the public interest, and both sides had professional counsel morally committed to reconciliation, what could have been done better or differently so that the matter wouldn’t drag on for years? After you figure out your answer to this, try coming up with a resolution for the abortion issue. Are the intervening forces and stubborn issues the same?

The most important task for professional counsel on both sides would be to come to an agreement on what is at issue. If the opponents are not approaching this situation from the same perspective, a reconciliation is going to be difficult to achieve. Ideally, counsel should establish some sort of common ground, a place where both sides would feel comfortable listening to the other and trying to seek a solution.

Since the elements of this case such as Nestlé’s manufacturing and distribution of infant formula are controversial and potentially volatile, the unifying piece should be neutral, something that the two sides can work on together. One example would be to tackle the larger problem of the underdeveloped third world countries. Nestlé and the activist groups could incorporate joint efforts to improve the quality of life, promote health programs and educate people on the importance of sanitary living conditions and clean water. By focusing on other parts of the overall problem without turning their frustration on each other, the two groups might be able to make progress on the larger issue while improving communication and their relationships.

The abortion issue does possess similar intervening forces and stubborn issues to the extent that not all involved parties view the topic from the same perspective. Abortion might be the more difficult issue to resolve, however, due to the emotion and strength of personal beliefs that come into play. The Nestlé case did attract nationwide attention and draw widespread opposition, but it was related to other people living elsewhere. Many people simply do not care. Abortion is an issue about which nearly every individual has personal convictions.

If a resolution to such an issue were possible, the recommendation would also be quite similar. Attempting to bring both sides to some sort of common ground where they could practice effective communication would be an admirable start. Due to the opposite beliefs involved in abortion, particularly due to religion’s strong presence in the issue, this common ground would be harder to find. The goal would be to bring opposing sides to the point where they would be willing to consider those views besides their own, and use their combined energy to reach a resolution for the common good.

5. Is it possible for Nestlé (and other baby formula manufacturers) to come to a definitive accord with these activist groups? What is the issue each is fighting for or against? Compare the underlying value systems of the two sides.

In order for Nestlé to come to an accord with the opposing activist groups, both sides must first understand the important issues that the other is dealing with. Once this understanding of the major problems is established, both sides will have more ideas on how to approach a resolution, and how they might be able to come to a compromise.

Some of the main issues that the activists in this case are fighting for are to stop Nestlé’s persuasion of women to use formula in unsanitary conditions (in order to make a profit) when their own breast milk is healthier and safer for the child.

Nestlé’s biggest issues include defending itself to consumers and the general public against the allegations of the activist groups, reestablishing credibility as a manufacturer and proving its commitment to social responsibility.

Case 10-3

CORPORATE SOCIAL RESPONSIBILITY AND ETHICS: NIKE’S LABOR PRACTICES UNDER SCRUTINY

As the largest supplier of athletic and leisure apparel, Nike is constantly under scrutiny from one group or another. Primarily the attention derives from Nike’s practice of farming out the manufacturer of its goods to contract shops in lesser-developed nations.

This case looks at the ethical considerations of these business decisions and examines Nike’s efforts to present itself in the court of public opinion. Of particular concern is the legal case—Nike v. Kasky—which has the potential to affect the entire public relations industry and overturn such landmark cases as First National Bank of Boston vs. Bellotti.

1. Does Nike have a responsibility to monitor working conditions in plants owned and operated by contractors? Why?

Nike does have that responsibility because society expects it. Nike profits come from the sale of shoes and apparel produced in third-world countries. Its name and famous “swoosh” are on those goods, which makes Nike responsible for their production.

A cardinal rule of public relations is “if you are involved in the problem, then the public expects you to be part of the solution.” That goes doubly for large, visible brands such as Nike, Coca-Cola, General Electric or General Motors. These corporate giants have the resources to do something about most problems and the public knows it. Therefore, a fiduciary responsibility exists, even absent a legal one.

Many companies will “hide behind” the law or ignorance when faced with decisions on such factors as working conditions in contract plants. In today’s world, activists, competitors and the media will not permit ducking of responsibility. The public relations counselor who recognizes this will earn his or her salary many times over by properly advising the company executives of this fact.

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2. Is a “low wage that is better than no wage” a sound public relations strategy for Nike? Why?

That comment will resonate with some practical thinkers, but not at all with critics, defenders of third-world workers, activists and media types. Many people love to ignore the realities of the third world, instead seeking conditions similar to those we enjoy in the United States. Many consumers have no better perspective than their own lives, so they can relate to the critics.

Further, most people do not want to understand third-world realities. It is easier to complain about those who seem to exploit workers in low-income nations than to do some homework and find out if the conditions there really constitute abuse as we know it here. Perceptions, unclouded by facts, are easily maintained.

Therefore, claiming a low wage is better than no wage is going to fall on many deaf ears. For this position to have any meaning, Nike would have to first get an audience ready and willing to hear “the truth” and then compile some compelling information to show how Nike’s overseas contracts are making living in these countries better for those workers. The first half of this assumption is more difficult than the second. They will wind up preaching to the choir or being drowned out by critics comparing third-world conditions to those of suburban America.

3. What role did falling stock prices and dwindling sales play in Nike’s strategy and actions?

Nike, obviously, has to be aware of declining sales and declining stock values. To what extent these are attributable to problems with third-world working conditions is something that must be examined. There may be no causal relationship at all or they could be directly related. Only intelligent research will yield the answers.

In the past few years, Nike stocks have recovered. Product boycotts are seldom successful from a financial standpoint, but frequently cause enough embarrassment to be effective in creating change.

For Nike, the cause/effect question is relevant to the working conditions situation. But this situation is also linked to the company’s moral/ethical creed. Is this the way Nike wants to do business? Is this how it wants to make its money? Possibly Nike wants to improve conditions because they need improving -- not because profits are slipping and options are less valuable.

4. Is the working environment in a contract shoe plant an operational or a public relations problem?

It is an operational problem with public relations overtones. Since activists have raised the issue, Nike must deal with it. First, the problem must be handled from an operational perspective -- improve conditions, make changes for the better or find different suppliers.

Once accomplished, then it becomes a public relations responsibility to use the new conditions to rebuild relationships and establish the reputation of the company as one that cares enough to make a change and make a difference.

Case 10-4

DOW CORNING AND BREAST IMPLANTS:
DEALING WITH THE PERCEPTION OF DECEPTION

Product recalls, if done voluntarily and graciously, can enhance the credibility of the manufacturer. Unfortunately, the fear of expensive legal judgments usually prevents companies from admitting to defects in their products. Fighting things out in court usually means that final judgments are rendered years after the controversy has died down in the media. In the meantime, the manufacturer has typically suffered extensive damage to its reputation.

Manufacturing firms should always place customer safety ahead of profits when their products come under question. Nevertheless, product recalls are sometimes not necessary or even appropriate in response to consumer complaints. There are as many instances in which manufacturers have been victimized by fraudulent consumer complaints as there are of consumers who have been endangered by faulty products.

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1. Dow Corning fumbled this crisis because it found it difficult to initially show concern for the recipients of breast implants while still maintaining a legal stance that endorsed the safety of the product. What could the company have done differently to keep this issue from rising to the epic proportions it did in the public arena? Could the entire issue have been avoided through appropriate communications?

Dow Corning might have acted in 1991, when the Marianne Hopkins case was filed, as it did in 1992 -- setting up a $10 million research fund to determine the safety of implants and expressing a willingness to pay up to $1200 per patient (based on financial need) to have silicon-gel implants removed. As in 1992, it could take these actions while still maintaining that the implants were safe. This action would demonstrate good motives on the part of the company and concern for the women involved.

It is unlikely that the issue could have been entirely avoided, regardless of the corrective action on the part of Dow Corning. The $10 million in research might provide the evidence that Dow Corning lacked in 1991 -- incontrovertible data which showed that the silicon-gel implants were safe. The willingness to pay for removal of the implants would still the emotions of women who felt “trapped” after becoming concerned about their implants, financially unable to remove them. This does not mean that women would cease believing that the implants were the cause of physical ailments they began to experience while they were in place.

2. Can a company act unethically and still maintain credibility? Why or why not? Can you think of examples one way or the other? And is it unethical to withdraw a product from the public when there is no proof of a problem, thus denying the public access to the product?

Companies, like individuals, cannot hurt others for their own benefit. If a company has evidence that its product is dangerous and does nothing about it, the behavior will ultimately threaten its credibility. In 1989 Beech-Nut Nutrition Co. was found guilty of selling adulterated and misbranded apple juice for babies. Parents who thought that they were buying pure apple juice for their babies were buying little more than flavored water. The firm was lucky enough to lose no more than four percent of its share of the overall baby food market as a result of the publicity accompanying the charges of fraud.

This is not to say that a company cannot take a hard-nosed position when facing demands for a product recall. Gerber Products was able to do this in 1986, when it faced 227 complaints of broken glass in baby food jars. Gerber stood firm behind its quality control methods in production and was backed by a test of 40,000 unopened baby food jars conducted by the Food & Drug Administration. Gerber even filed a $150 lawsuit against the governor of Maryland, who had ordered jars of its strained peaches off the shelf. In 1993 Pepsi actually received favorable media coverage when it exposed fraud on the part of consumers who claimed they found needles or syringes in Pepsi soft drinks. Pepsi was able to capitalize on a retail store video which revealed the complainant obviously tampering with a Pepsi container prior to making the complaint.

3. Several companies manufacture implants. It is surgeons who suggest them to women and perform the operation. Yet only Dow Corning drew unfavorable public reaction. Why?

As the case study suggests, Dow Corning was “one of the most visible manufacturers of silicone-gel implants.” Brand leaders with deep pockets are prime targets in class-action, product-liability suits. Once litigation is underway, there are legal means to acquire the kind of confidential documents from manufacturers which led to the questioning of Dow’s assurances of safety for its implant products.

In this instance, public recognition was not helpful, but harmful. Dow is a fairly well-known corporation, and its size and familiarity made it an easier public target than faceless, nameless surgeons. On the local level Dow may not have been the only one to suffer public censure -- but because they are so widely recognized, the corporation made the media hit list far and wide. On the national level, the public would not be as likely to hear about the lawsuits against individual doctors or community healthcare facilities. Dow was unlucky enough to draw the national attention to its household name.

4. Whose responsibility is it to inform women who are interested in having breast implants of the risks of the procedure? Why do you believe this?

Obviously, there may be different answers to this question due to personal beliefs. All answers should be considered and discussed. However, the only individual who comes into direct contact with women having breast implants is the doctor. There is face-to-face communication, in most instances, between the surgeon and the patient before the procedure, which gives the doctor the obvious responsibility of informing their patients of any known risks associated with breast implants.

Dow Corning manufactures breast implants, but does not handle the procedure of implanting them. Dow Corning has no direct communication or interaction with any patients at any time. Therefore, it should not be the company’s responsibility to ensure that the patients receive information about potential risks. As with any surgical procedure, the physician would want to be informed as to any risks involved, and would in turn want to pass that information on to the patients. It seems clear that the surgeons carry responsibility for informing women of the risks.

5. What are the ethical implications now that it has been found by scientific study that there is no known health effect of the implants? What are the implications for Dow Corning?

From and ethics standpoint, Dow Corning should feel some vindication because its professional reputation had been questions and impugned. That's some consolation to a company that had to take bankruptcy to avoid specious legal judgments. For women looking toward breast implants in the future, the scientific findings are good news, indeed.
While Dow Corning has no future interest in implant manufacture, it can go about its other business segments with a happy heart, knowing it wasn't responsible for the illness and inconvenience alleged in the legal actions.

For customers of Dow Corning's other products, they, too, can take comfort and confidence from the scientific findings, knowing Dow Corning is an ethical company that produces products safe when used properly. While a little late in coming, the scientific evidence is still VERY good news for Dow Corning.

6. Does the ultimate vindication of Dow Corning and silicone implants change your perspective on this case?

It certainly should. While the legal wheels in our society turn relatively quickly, driven by plaintiff lawyers striking while the iron is hot, the wheels of medical research grind very slowly. Now that the facts are out, it seems those with implants have a statistically insignificant smaller chance of getting sick than to those with no implants. In other words, there is no causal relationship between implants and these women’s problems.

What started out looking like Dow Corning’s lack of candor and culpability now seems like a rush to judgment by the legal system. The editorial in Dow Corning’s local paper says it all.

Unit 8 Reflection on Leadership Stories

Input

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Do not wait for leaders. Do it alone, person to person.

-- Mother Teresa

Supplementary Leadership Information

From CA 675

Kouzes & Posner Unit 7

People feel best about themselves and what they do when they voluntarily do something. People feel worst when what they do is motivated by not having anything else to do (Kouzes & Posner, 2003, p. 319).

Giving encouragement is more personal and positive than other forms of feedback, and it’s more likely to accomplish something that other forms cannot: Strengthening trust between leaders and constituents (Kouzes & Posner, 2003, p. 321).

Bosses typically set up perceived under-performers to fail. When there’s a problem, the manger tends to supervise and control more closely, so the employee thinks there's a lack of trust and confidence on the part of the manager (Kouzes & Posner, 2003, p. 323).

The leader’s expectations have their strongest and most powerful influence in times of uncertainty and turbulence (Kouzes & Posner, 2003, p. 323).

Before we can lead, we have to believe in others, and we have to believe in ourselves. High expectations matter (Kouzes & Posner, 2003, p. 326).

Effective leaders show they care by paying attention to people, what they are doing, and how they are feeling. When looking for problems, managers get a distorted view of reality; over time, production declines; and the managers’ personal credibility hits bottom. Wandering around with an eye for trouble is likely to get you just that. More trouble (Kouzes & Posner, 2003, p. 327).

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Controlling managers have low credibility. Inspecting, correcting, checking up signal lack of trust. When the manager shows a lack of trust, the employee doesn’t trust the manager (Kouzes & Posner, 2003, p. 328).

You have to get close to people if you’re going to communicate. It means regularly walking the halls and plant floors, meeting often with small groups, and hitting the road for frequent visits with associates, key suppliers, and customers. It may even mean learning another language if a large portion of your workforce or customer base speak it (Kouzes & Posner, 2003, p. 329).

In terms of decision-making assignments, groups of friends were over 20 percent more effective than groups of acquaintances were. Friends have to be strongly committed to the group’s goals. If not, then friends may not do better (Kouzes & Posner, 2003, p. 330).

Recognition is too often highly predictable, routine, and impersonal. A one-size fits-all approach to recognition feels disingenuous, forced, and thoughtless better (Kouzes & Posner, 2003, p. 331).

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Leadership and Followership

Supplemental Material: Directly quoted or adapted from Hackman and Johnson, Chapter 1 Leadership and Communication Chapter 2 Leadership and Followership Communication Styles summaries.

Leadership is an integral part of the human experience. There are leaders in every type of human society. Leadership is best understood as a form of human, symbolic, communication. Human communication is a process, circular in nature, complex, irreversible, and the characteristic that defines the total personality.

Leaders use symbols to modify the attitudes and behavior of others in order to reach group goals. In contrast to managers who value efficiency and focus on maintaining the status quo, leaders value effectiveness and focus on the future of the group or organization. Managers plan and budget, organize and staff, and control and problem solves while leaders establish direction, align people, and motivate and inspire. Both management and leadership are important in the overall success of a group or organization.

Leaders and followers are relational partners who play complementary roles. Leaders exert a greater degree of influence and have more responsibility for the overall direction of the group. Followers are more involved in implementing plans and carrying out the work. Most people act as leader-followers, routinely shifting between leaders and follower functions. Following is excellent preparation for leadership, and leading can prepare you for the follower role.

Leadership effectiveness depends on our willingness to communicate as well as on developing effective communication skills. Developing skills builds confidence, which encourages us to interact with others.

Effective communication facilitates influence.

There are two sets of communication skills--functional and emotional--that are essential to leaders.

Functional communication skills include linking, thinking and reasoning, and regulating.

Linking skills involve monitoring the environment, creating a trusting climate, team building, and collaborating with outside groups.
Thinking and reasoning skills incorporate problem-solving abilities and creating agendas or visions.
Regulating involves influencing others through the wise use of power, compliance gaining, argument, negotiation, and other means.

Emotional communication competencies include:

perception, appraisal, and expression of emotion
attending to the emotions of others
emotional facilitation of thinking
understanding and analyzing emotional information and employing emotional knowledge, and
regulation of emotion.

Successful leaders match their communication behaviors to their goals through a process called impression management. They are

liked by others,
link their attitudes and behaviors to the prototypes of leaders held by group members,
strive to expand their ability to influence events, and are
associated with high performance.

Ethical leaders use impression management to read group objectives rather than to satisfy selfish, personal goals.

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Dealing with groups of followers from a variety of cultural backgrounds is a fact of life for modern leaders. Leadership effectiveness increasingly depends upon intercultural emotional competency--the ability to accurately send and receive emotional messages across cultural boundaries. Transferring emotional intelligence to other cultures is difficult because the rules governing the understanding and expression of emotion vary from society to society. Consider these examples:

The Chinese believe that too much expression of emotion produces sickness.
European-Americans value emotional self-restraint; African Americans value emotional expressiveness.
Many cultures find US friendliness to be shallow and insulting.

Effective leaders and followers set aside their preconceived notions about how to send and interpret emotional messages and seek instead of learn as much as they can about the feelings rules of other cultures.

Leadership behavior diagram

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STYLE

Typical communicative behaviors of leaders include authoritarian, democratic, laissez-faire, task, and interpersonal styles of leader communication.

Authoritarian leaders maintain strict control over followers by directly regulating policy, procedures, and behavior. Democratic leaders engage in supportive communication that facilitates interaction between leaders and followers. Laissez-faire leaders may engage in either abdication or guided freedom. Leaders exhibiting abdication generally withdraw from followers and offer little guidance or support. Productivity, cohesiveness, and satisfaction often suffer. By contrast, a more positive form of the laissez-faire leadership communication style affords followers a high degree of autonomy and self-rule while, at the same time, offering guidance and support when requested. The laissez-faire leader providing this guided freedom approach does not directly participate in decision making unless she or he is requested to do so by followers.

The research focusing on leadership communication style suggests the leader adopting authoritarian communication can expect high productivity (particularly when he or she directly supervises followers); increased hostility, aggression and discontent; and decreased commitment, independence, and creativity among followers. Democratic leadership communication contributes to relatively high productivity (whether or not the leader directly supervises followers) and increased satisfaction, commitment, and cohesiveness. Followers under laissez-faire leadership are generally less productive and less satisfied. The only situation in which laissez-faire leadership may be effective is with groups containing highly motivated and knowledgeable experts.

The leader employing the task style is primarily concerned with the successful completion of job assignments. The task-oriented leader demonstrates a much greater concern for completing work than for people doing the work. The interpersonal style leader is concerned with relationships. This style emphasizes teamwork, cooperation, and supportive communication.

Task- and interpersonal-oriented styles have been observed by

the Michigan leadership studies believed that the production-oriented and employee-oriented styles were opposing sets of communicative behaviors.
the Ohio State leadership studies Leader Behavior Description Questionnaire (LBDQ) indicated two primary dimensions of leadership: consideration and initiating structure (task). Consideration consisted of interpersonal-oriented communication designed to express affection and liking for followers; the consideration of followers' feelings, opinions, and ideas; and the maintenance of an amiable working environment. Inconsiderate leader criticized followers in front of others, made threats, and refused to accept followers' suggestions or explanations.
McGregor's Theory X (people dislike work) and Theory Y (integrate organizational and individual goals, work is natural and a source of satisfaction).
Blake and McCanse Managerial Grid about concern for production (task orientation) and concern for people (interpersonal orientation).

Blake and McCanse's Leadership Grid

1,1 Impoverished Management has low concern for task and relationships.

9,1 Authority-Compliance has high concern for task, low for relationships.

5,5 Middle of the Road Management concerned with production and people.

1,9 Country Club Management is more concerned with interpersonal relationships than tasks.
9,9 Team Management has high concern for production and people and is ideal.

Generally, the use of both task and interpersonal oriented communication styles is associated with effective leadership.

Followership. Two components make up follower communication styles

1. independent/ critical thinking

2. active engagement.

Followers fall into categories based on these characteristics.

1. Alienated followers are highly independent thinkers who rank low on commitment to the organization.

2. Conformists are committed to organizational goals but express few thoughts of their own.

3. Pragmatists are moderately independent and engaged.

4. Passive followers demonstrate little original thought or commitment.

Exemplary followers rate highly as both critical and active participants, contributing creative ideas and going beyond expectations. Exemplary followers add value to the organization by helping it reach its objectives and by building a network of relationships. These outstanding followers cultivate a courageous conscience that allows them to make and implement ethical choices.

Ultimately, the follower styles exhibited within a group, team, or organization are a reflection of the behaviors that are expected, demanded, promoted, or discouraged by formal leaders. Although some followers may thrive when working with almost any leader or in almost any context or situation, most followers are powerfully affected, for better or worse, by the leaders with whom they work.

Sen. Dodd's National Service Speech

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Photo Credit

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We hope you have enjoyed this course of cases and stories designed to help you better understand communication and leadership. Through the exchange of stories, people in organizations come together to create meaning. Whether or not the story is true is less important than the attitudes, values, and ethics conveyed by the story. Thanks for your contributions to this course. Wishing you a lifetime of stories better than anything you'll see on the silver screen.

“Miracles are a retelling in small letters of the very same story which is written across the whole world in letters too large for some of us to see.”

C. S. Lewis

Baldoni, J. (2003). Great communication secrets of great leaders. Columbus, OH: McGraw-Hill. ISBN: 0071414967

Baldoni, J. (2004). Great motivation secrets of great leaders. Columbus, OH: McGraw-Hill. ISBN: 0071447741

Buffett, W., & Cunningham, L. A. (2001). The essays of Warren Buffett: Lessons for corporate America. The Cunningham Group. ISBN: 0966446119

Drucker, P. (2003). The essential Drucker: The best of sixty years of Peter Drucker's essential writings on management. Collins. ISBN: 006093574X.

Dungy, T., & Whitaker, N. (2007). Quiet strength: The principles, practices, & priorities of a winning life. ISBN-10: 1414318014.

Gates, B. (2000). Business @ the speed of thought: Succeeding in the digital economy. Warner. ISBN: 0446675962.

Hackman, M. Z., & Johnson, C. E. (2004). Leadership: A Communication Perspective (4th ed.). Long Grove, IL: Waveland Press.

Hesselbein, F., & Collins, J. (2002). Hesselbein on leadership. Jossey-Bass. ISBN: 0787963925.

Iacocca, L., & Novak, W. (1986). Iacocca: An autobiography. Bantam. ISBN: 0553251473

Kouzes, & Posner. (2003). The Leadership Practices Inventory (LPI)-Deluxe Facilitator's Guide Package. Jossey-Bass.

Obama, B. (2006). The audacity of hope: Thoughts on reclaiming the American dream. Crown. ISBN: 0307237699.

Powell, C. L., & Persico, J. (1996). My American journey. Ballantine. ISBN: 0345407288

Walton, S., & Huey, J. (1993). Sam Walton: Made in America. Bantam. ISBN: 0553562835.

Weinzweig, A. (2004). Zingerman's guide to giving great service. Hyperion. ISBN: 1401301436.

Barker, R., Rimler, G., Moreno, E., & Kaplan, T. (2004). Family business members' narrative perceptions: Values, succession, and commitment. Journal of Technical Writing & Communication, 34(4), 291-320.

Benoit, W. (2006). President Bush's image repair effort on Meet the Press : The complexities of defeasibility. Journal of Applied Communication Research, 34(3), 285-306.

Bochner, A. P. (2002). “Perspectives on inquiry III.: The moral of stories. In M. Knapp and J. Daley (Eds.) The Handbook Of Interpersonal Communication (3^rd Edition), Thousand Oaks, CA: Sage, 73-101.

Bormann, E. (1985). Symbolic Convergence Theory: A communication formulation. Journal of Communication, 35(4), 128 -138

Bormann, E., Cragan, J., & Shields, D. (2003). Defending symbolic convergence theory from an imaginary Gunn. Quarterly Journal of Speech, 89(4), 366-372.

Clark, M. (2004). Rhetoric, patriarchy & war: Explaining the dangers of "leadership" in mass culture. Women & Language, 27(2), 21-28.

Courtis, J., & Hassan, S. (2002). Reading ease of bilingual annual reports. Journal of Business Communication, 39(4), 394-413.

Gebhardt, G., Carpenter, G., & Sherry, J. (2006). Creating a market orientation: A longitudinal, multifirm, grounded analysis of cultural transformation. Journal of Marketing, 70(4), 37-55.

Hanson, K. (2004). Keeping a sense of community alive. Strategic Communication Management, 8(4), 6-7.

Manning, M. (2006). The rhetoric of equality: Hillary Rodham Clinton's redefinition of the female politician. Texas Speech Communication Journal, 30(2), 109-120.

Meares, M., Oetzel, J., Torres, A., Derkacs, D., & Ginossar, T. (2004). Employee mistreatment and muted voices in the culturally diverse workplace. Journal of Applied Communication Research, 32(1), 4-27.

Sowards, S., & Renegar, V. (2006). Reconceptualizing rhetorical activism in contemporary feminist contexts. Howard Journal of Communications, 17(1), 57-74.

The student will prepare a project, which is an in-depth study of an organizational communication case and develop a communication leadership plan. This plan will demonstrates mastery of multiple course learning outcomes. Such a paper/presentation would identify multiple potential problems, analyze the organization’s strengths and needs, and outline specific communication steps to plan appropriate organizational leadership. The student may research and write a public relations plan, for example, for an organization where the student is employed. As an example communication, the student will write or tell a story that transmits the overarching organizational values. The project should include a comprehensive communication plan with goals, objectives, strategies, and assessment.

Details of this assignment are completely up to your professor's discretion. Below are example guidelines, which may be followed by some faculty.

INTERNET SUPPORT There are many educational sites on the Internet, which can give you ideas about how to write a case study and communication plan. Sites continually change, but these pages or similar ones you find on your own may be useful.

Case study as a research method. This may be a choice for your project/thesis for graduation. http://writing.colostate.edu/guides/research/casestudy/

Harvard Case Studies

http://www.hbsp.harvard.edu/hbsp/case_studies.jsp;jsessionid=RQIL51PMJ5IZSAKRGWCB5VQBKE0YOISW

http://www.ksgcase.harvard.edu/

WRITING THE CASE STUDY

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If the information is public--taken from news accounts--you can use the real name of the company and people involved. Cite all sources of information using APA style.

Otherwise, make of names so information so they are not identifiable and information is kept confidential.

Below are the guidelines for writing and formatting of case studies for publication by IGI Global, which may serve as a useful guidelines for this course.

CONTENT Quoted or closed adapted from Igi global

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BACKGROUND
Provide background on the history of the organization (university, department, program), type of business, products/services provided, management structure, financial status (if applicable), strategic planning, organizational culture, economic climate and any other issues that you feel are necessary to provide the reader with a comprehensive understanding of the background of the case.

SETTING THE STAGE
Describe the communication and leadership, advancements, management practices and philosophies, etc., of the organization prior to initiation of the project/experience described in the case, as well as the players involved.

CASE DESCRIPTION
Provide a detailed overview of the project/experience described in the case in terms of communication and leadership concerns, management and organizational concerns, as well as any other information that would provide a comprehensive description of the project/experience to the reader. Furthermore, describe any related issues (e.g., culture, organizational climate, philosophies, opinions) practiced within the organization that have impacted the project/experience planning, implementation and overall management.

CURRENT CHALLENGES FACING THE ORGANIZATION
In detail, describe some of the challenges and problems that the organization faced at the completion of the problem, crisis, project, or experience. Furthermore, it would be helpful to the reader if you describe the current status of the aforementioned communication and leadership challenges and problems.

PLAN
The project should include a suggested comprehensive communication plan for the future with goals, objectives, strategies, and assessment.

SUPPORT MATERIAL

In consideration of this, we ask that in addition to your completed case study, you also provide three teaching aids: (1) a list of questions and answers for your case; (2) an epilogue and a list of lessons learned; and (3) a list of resources for further study.

1. Questions and Answers

Please prepare a list of 5-7 questions relevant to the issues, problems and challenges discussed in your case. Then provide a concise paragraph of 30-50 words in answer to each question. Feel free to create your own questions or use and adapt the sample questions listed below.

1. What is the overall problem(s) in this case?

2. What are the factors affecting the problem(s) related to this case?

3. Discuss managerial, organizational, and technological issues and resources related to this case.

4. What role do different players (decision-makers) play in the overall planning, implementation and management of the information technology applications?

5. What are the possible alternatives and pros and cons of each alternative facing the organization in dealing with the problem(s) related to the case?

6. What are some of the emerging technologies that should be considered in solving the problem(s) related to the case?

7. What is the final solution that can be recommended to the management of the organization described in the case? Provide your arguments in support of the recommended solution.

2. Epilogue and Lessons Learned

Please provide an epilogue paragraph in which you discuss the long-range effects of your case. Do not include an epilogue in your actual case study. Next, provide a list of 3-5 lessons, along with a concise explanation of each, that in your opinion, can be learned from your study.

3. List of Additional Sources

Please prepare a list of other resources (e.g., journal articles, books, Web sites) that might be relevant for obtaining additional information either directly related to or similar to your case. List any industries where the described case may be pertinent.

FORMATTING

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The case must be submitted electronically in MS Word or RTF text. Manuscripts must be typewritten in English on white paper, one side only, single-spaced throughout, and include at least one inch (2.5 cm) of margin on all sides. The cover page should contain the paper title, and the name, affiliation, address, phone number, fax number, and e-mail address of each author. The second page should start with the paper title at the top and be immediately followed by the abstract. The abstract of 100-150 words should clearly summarize the objectives and content of the manuscript.

Ø The text of your chapter should be edited for proper use of English language with clear, concise sentences. Please proofread the copy for typographical, grammar and spelling errors.

Ø All text should be single-spaced, left justified in 12 point Times or Times Roman type. Please put all primary section titles in UPPER CASE letters and subheading in both Upper and Lower Case letters. Please ensure that any subheadings under the second subheading are easily identifiable. Do not number your titles (for example, 1.0 Introduction; 2.0 Background). Do not use the tab key to indent text such as paragraphs of quotes or lists because the page layout program overrides your left margin with its own, and the tabs end up in mid-sentence.

Ø APA style must be followed for the references. References should relate only to material cited within the manuscript and be listed in alphabetical order, including author's name, complete title of the cited work, title of the source, volume, issue, year of publication, and pages cited. When you use the source in the text, author's name and year of publication should appear (Ex., Travers, 1995). Please do not include any abbreviations. Please see the following examples:

One author:

Author, A. A. (1994). Title of work. Location/City, State: Publisher.

Two authors:

Author, A. A., & Author, B. B. (1994). Title of work. Location/City, State: Publisher.

More than two authors:

Author, A. A., Author, B. B., & Author, C. C. (1994). Title of work. Location/City, State: Publisher.

Journal article:

Sawyer, S., & Tapia, A. (2005). The sociotechnical nature of mobile computing work: Evidence from a study of policing in the United States. International Journal of Technology and Human Interaction, 1(3), 1-14.

Instance of publication in press:

Junho, S. (in press). Roadmap for e-commerce standardization in Korea. International Journal of IT Standards and Standardization Research.

Edited book:

Zhao, F. (Ed.). (2006). Maximize business profits through e-partnerships. Hershey, PA: IRM Press.

Chapter in an edited book:

Jaques, P. A., & Viccari, R. M. (2006). Considering students’ emotions in computer-mediated learning environments. In Z. Ma (Ed.), Web-based intelligent e-learning systems: Technologies and applications (pp. 122-138). Hershey, PA: Information Science Publishing.

Report from a university:

Broadhurst, R. G., & Maller, R. A. (1991). Sex offending and recidivism (Tech. Rep. No. 3). Nedlands, Western Australia: University of Western Australia, Crime Research Centre.

Published proceedings:

Deci, E. L., & Ryan, R. M. (1991). A motivational approach to self: Integration in personality. In R. Dienstbier (Ed.), Nebraska Symposium on Motivation: Vol. 38. Perspectives on motivation (pp. 237-288). Lincoln: University of Nebraska Press.

Unpublished doctoral dissertation or master’s thesis:

Wilfley, D. (1989). Interpersonal analyses of bulimia: Normal-weight and obese. Unpublished doctoral dissertation, University of Missouri, Columbia.

Paper presented at … :

Lanktree, C., & Briere, J. (1991, January). Early data on the Trauma Symptom Checklist for Children (TSC-C). Paper presented at the meeting of the American Professional Society on the Abuse of Children, San Diego, CA.

Web site:

VandenBos, G., Knapp, S., & Doe, J. (2001). Role of reference elements in the selection of resources by psychology undergraduates. Journal of Bibliographic Research, 5, 117-123. Retrieved October 13, 2001, from http://jbr.org/articles.html

When using the source in the text, state the author's name and year of publication. Please see the following examples:

Example 1: In most organizations, data resources are considered to be a major resource (Brown, 2002; Smith, 2001).

Example 2: Brown (2003) states that the value of data is recognized by most organizations.

When quoting another author’s work, the author's name, the date of publication, and the page(s) on which the quotation appears in the original text should follow the direct quote.

Example 1: Brown (2002) states that "the value of data is realized by most organizations" (p. 45).

Example 2: "In most organizations, data resources are considered to be a major organization asset" (Smith, 2003, pp. 35-36) and must be carefully monitored by the senior management.

For further information concerning the APA style, consult your library or contact: Order Department, American Psychological Association, P.O. Box 92984, Washington, DC 20090-2984 or www.apastyle.org, for a copy of the Publication Manual of the American Psychological Association – 6^th edition for APA style. You may also find it helpful to consult the following Web sites:

http://www.apastyle.org/faqs.html
http://www.apastyle.org/previoustips.html

1. Describe a public relations case discussed in this course. Provide the background of what happened. Describe the

2. Based on your research in this course, tell the story of an exemplary leader, including a description of specific communication and leadership strategies used.

5 questions selected randomly from the self check questions for each chapter (100-200 words, 2 points each)

See your syllabus for expectations about the final exam. Although it may vary with professors, typically, students will have one access to the test (2 hours). No feedback on the test is available until after everyone has taken the test. You can use your book, course materials, and notes, but not other people. The exam is all essay questions, which requires a substantive answer to each question.

1. Describe a public relations case discussed in this course. Provide the background of what happened. Describe the communication problems and a communication plan.

2. Based on your research in this course, tell the story of an exemplary leader, including a description of specific communication and leadership strategies used.

By registering for an Internet or Web-based course, you have made a commitment to participate in your course discussion----as well as other online activities. Course participation each week is expected. You will want most posts to be brief (typically 100 words or less), but have substantive content based on reading, research, and completion of learning activities.

3. In this course, focus on research-based information, not personal opinion.

4. Demonstrate effective communication behavior. Effective communicators realize that all experiences and interpretations are individual and personal rather than universally shared by others.

5. Make statements. When you use questions, you fail to express knowledge or opinion. In addition, please do not expect other students to answer your questions. Other students may not have the knowledge, time, or interest to answer your questions. If you have questions for your professor, please ask in the format suggested by your professor.

6. Make general comments appropriate for the whole class (the whole world), not private, personal, or direct messages to one other person. Avoid direct emails to other students and instead post in the course environment discussion board.

It is crucial that students learn correct theory-based information in this course. If your discussion posting is removed, most likely because you posted in the wrong place or gave incorrect information. Notice the blue link in the gradebook, which may contain professor feedback on your posts.

Name electronic files beginning with your last name, then an assignment description, then version:

Acceptable formats include Microsoft Word (file extension .doc), rich text format (extension .rft), text format (.txt), or PDF (.pdf). You can probably use Word's print function to create a pdf file, which has the advantage of being unable to transmit a virus. Your professor may not be able to open other formats.

Submit your assignment in eCollege. If there's a problem, and you send an assignment as an email attachment to your professor just to meet the deadline, you will have a couple days to resubmit your assignment in the required format and location in eCollege for a grade on the assignment.

Assignments are due online before Sunday at 11:59 PM Parkville time (Central). Weekly units are available for use only by week in order to encourage students to interact with each other as they work through the material. For online students, beginning at the end of week two, the week's online discussion board access will be removed (blocked) at the end of each week. If you want to work ahead or see material previously available, you can search the course planning document (control F) located here: http://ourwayit.com/CACaseStudies/

See your syllabus https://park.edu/syllabus/list.aspx or talk to your professor regarding student responsibilities and expectations in this course. Dr. Aitken is the course developer, but your professor has complete latitude to make minor or major revisions to this course, including policies and expectations.

Student Responsibilities for Communication & Leadership Program Requirements for Admission, Staying in the Program, and Graduation http://ourwayit.com/DoIt/

The reflection option is a written look back over what you've learned in the program, with emphasis on intercultural communication (or some other research-based content area). You can enroll for 2-3 hours. This means you'll need an additional course beyond the usual program requirements.

The project option is a flexible, creative work. You might create a handbook, for example. You can enroll for 2-5 hours.

Students are required to take the GRE to be enrolled in the program—so of course, before graduation--and comprehensive exams over program coursework in order to graduate. Dr. Aitken prepared this information about COMPS or comprehensive exams: http://ourwayit.com/comps/

Welcome to Case Studies in Communication Leadership! CA 475 & CA 675 Tentative Syllabus: http://www.park.edu/syllabus/list.aspx Tentative Schedule	8 Weeks	16 Weeks	Lecture & Case Book Reading	Stories Reading (Baldoni) (Grad Students)	Assignments Due
Week or Unit 1 Use Symbolic Convergence Theory as a foundation for story-telling that transmits organizational culture and leadership. Use the stories of example organizational leaders in the United States to identify communication and leadership behaviors. Synthesize strategies for effective organizational communication leadership in employee relations, community relations, and consumer relations.	1	1-2	Lecture on The Narrative Background Chapter 1 The Purposes of Public Relations and Chapter 2 How Public Relations Deals with Problems and Opportunities Focus on Chapter 3 Employee Relations	Ch. 1 What Is Leadership Communications? Winston Churchill -- The Lion Who Roared for His People Ch. 12 Leader as Storyteller Oprah Winfrey -- Life as a Story	Required Discussion
Unit 2 Compare communication behaviors from cases to the Five Practices of Exemplary Leadership (Kouzes & Posner).	2	3-4	Lecture on K & P Exemplary Leadership Chapter 4 Community Relations	Ch. 2 Who Are You . . . and Why Are You Talking to Me? Rudy Giuliani -- Leading with Hope	Required Discussion
Unit 3 Analyze research-based organizational communication leadership principles in order to identify behaviors needed for planning positive outcomes.	3	5-6	Chapter 6 Consumer Relations	Ch. 3 Developing the Leadership Message Katherine Graham -- Leading from Within	Required Discussion
Unit 4 Conduct research and apply communication principles of media relations to the student’s own organization.	4	7-8	Chapter 7 Media Relations	Ch. 4 Leadership Communications Planning Shelly Lazarus -- A Brand of Leadership	Required Discussion
Unit 5 Apply advanced communication principles to crisis management, which have relevance to personal and professional relationships.	5	9-10	Chapter 9 Crisis Management	Ch. 5 Leading with E-communications Peter Drucker -- Management Unbound	Required Discussion
Unit 6 Evaluate communication styles and values of different cultures and how these factors influence public issue campaigns and debates in a global organizational context.	6	11-12	Optional Chapter 8 Public Issues Campaigns	Ch. 6 Structuring the Stand-up Leadership Presentation Colin Powell -- The Centered Vision Ch. 7 Assessing Your Audience Bill Veeck -- Master Promoter	Core Assessment Due Optional Discussion
Unit 7 Synthesize leadership strategies that demonstrate communication standards, ethics, and values.	7	13-14	Chapter 10 Ethics and Values	Ch. 8 Delivering the Message Jack Welch -- The Strategic Communicator Ch. 9 Connecting with People Beyond Words Mother Teresa -- A Life of Healing George C. Marshall -- The Great Mobilizer	Required Discussion
Unit 8 Reflection and Closure	8	15-16		Ch. 10 Coaching -- One-to-One Leadership Communication Vince Lombardi -- The Teacher as Coach Harvey Penick -- Lessons from a Pro Ch. 11 Making Certain the Message Sticks Rosabeth Moss Kanter -- Doyenne of Change	Discussion Revision due by Wed. Final Exam due by Friday.


Project Grading Rubric	Exceeds Expectation (3)	Meets Expectation (2)	Does Not Meet Expectation (1)	No Evidence (0)
	*Critical thinking and effective communication are included* *in the University’s mission statement as well as in the literacies.*
Critical Thinking	Please define the following four elements of critical thinking as broadly as needed to assess student learning in your course. Be as creative as possible about how critical thinking is demonstrated in your discipline. Please indicate which outcome demonstrates which element of critical thinking. Identifying outcomes that relate to the various elements of critical thinking shows the ways in which students demonstrate their ability. Therefore, a distinct level of student performance should be included in each box.
Evaluation outcome(s) CLO 1, 3, 5, 7	Applies Symbolic Convergence Theory and Five Practices of Exemplary Leadership. · Reads and selects peer-reviewed organizational communication research theories which can predict, are generalizable, and provide explanation. · Evaluate ethical conduct in employee relations, community relations, and consumer relations.	Applies Symbolic Convergence Theory. · Reads and selects organizational communication research theories which can predict, are generalizable, and provide explanation. · Evaluate ethical conduct in employee relations, community relations, or consumer relations.	Uses common sense research-based communication strategies. · Reads and selects organizational communication research theories which lack the ability to predict, generalizable, or provide explanation. · Lacks ethical framework for evaluating conduct in organizations.	No evidence of using research-based communication theories. Unable to read and evaluate organizational communication research. Uses unethical conduct.
Synthesis outcome(s) CLO 2, 5	Combine together multiple research-based organizational communication theories in communication cases. Produce a communication plan, which uses three or more communication channels or media. Uses theory and skills to show exemplary leadership and followership.	Combine together two research-based organizational communication theories in communication cases. Produce a communication plan, which uses two communication channels or media. Uses theory and skills to show exemplary leadership and followership.	Identify two research based theories. Produce a communication plan, which uses one communication channel or medium. Uses theory and skills to show leadership or followership.	No evidence of synthesizing research-based communication theories. No evidence of understanding communication channels or media in communication planning. Lacks leadership and followership knowledge and skills.
Analysis outcome(s) CLO 4	Analyze knowledge, skills, and dispositions regarding human communication at a level appropriate for an entry level management position. Apply cultural sensitivity by citing specific intercultural communication theories in an organized, content-rich, well-conceived, and well-presented project.	Analyze knowledge, skills, and dispositions regarding human communication. Apply cultural sensitivity in an organized, content-rich, well-conceived, and well-presented project.	Analyze human communication. Application of cultural research lacks depth, organization, or is poorly conceived, prejudicial, or presented without sensitivity.	No evidence of analyzing human communication. Intercultural communication lacks respect for diversity or goes against research-based principles regarding communication in a multicultural society.
Application outcome(s) CLO 5, 6, 8, 9	Write or tell a story that transmits the overarching organizational values, which could be communicated to employees of the organization discussed. Use organizational communication and leadership principles to improve decision-making in personal or professional contexts. Apply communication knowledge, skills, and dispositions demonstrate a flexible communication leadership plan.	Write or tell a story that transmits the overarching organizational values Communication plan includes goals, objectives, strategies, and assessment. Apply communication knowledge, skills, and dispositions that demonstrate a flexible communication leadership plan.	Story lacks organized narrative elements. Communication plan is missing goals, objectives, strategies, or assessment. Apply communication knowledge, skills, and dispositions that show some flexibility of communication style.	No story included. Communication plan is missing goals, objectives, strategies, and assessment. Fail to apply communication knowledge, skills, and dispositions that demonstrate a flexible communication style.
Effective Communication	Please define communication in terms of content and skills as appropriate for the course, and identify outcomes accordingly.
Content of Communication outcome(s) CLO 7	Use entry level management skills to identify multiple potential problems, analyze the organization’s strengths and needs, and outline specific communication steps to plan appropriate organizational leadership. Demonstrate the centrality of communication using Five Practices of Exemplary Leadership (Kouzes & Posner).	Identify multiple potential problems, analyze the organization’s strengths and needs, and outline specific communication steps to plan appropriate organizational leadership. Demonstrate the centrality of communication in personal or professional organizational contexts by using at least on of the Five Practices of Exemplary Leadership (Kouzes & Posner).	Produce single or irrelevant communication content. Myopic view of communication in personal and professional organizational contexts.	Produce no clear communication content relevant to the course. Lacks perception of communication in personal and professional organizational contexts.
Technical Skill in Communicating outcome(s) CLO 8	Produces entry level management quality oral/aural, reading, writing, and vocabulary. All sections of the project consistently use APA style in a manner acceptable for graduate level study. Demonstrates communication aspects of chronemics, form, adaptation, and design.	Produces oral/aural, reading, writing, and vocabulary with no distracting errors. Most sections of the project use APA style. Meets time, form, length, and instructor-specific requirements of the project assignment.	Produce oral/aural, reading, writing, and vocabulary with distracting errors. Project lacks APA style. Meet time, form, lengths, or instructor-specific requirements of the project assignment.	Lacks oral/aural, reading, writing, or vocabulary requirements for the course. Project lack college level communication style. Fail to meet the time, form, length, and instructor-specific requirements of the project assignment.

Problem 8-A

SMOKEOUT CAN BE HOT POTATO

Problem 8-C

Case 8-2

TAKE YOUR CHOICE: TOBACCO OR HEALTH

Case 8-3

Case 8-4

UNITED WAY AND THE BOY SCOUTS OF AMERICA: A QUESTION OF FUNDING

Case 8-5

Case 8-6

Hackman, M. Z., & Johnson, C. E. (2004). Leadership: A Communication Perspective (4th ed.). Long Grove, IL: Waveland Press.

1. Questions and Answers

2. Epilogue and Lessons Learned

3. List of Additional Sources