|
by
Robert
A. Kelly
 What
else do you call a human
discipline whose very nature is
firmly rooted in the principle
that people act on their own
perception of the facts, then
creates, changes or reinforces
public opinion by reaching,
persuading and moving-to-action
the very people whose behaviors
affect the organization?
I call it public relations, and
clearly a natural phenomenon.
In
fact, I believe it is the
fundamental premise of public
relations. Especially when it
deals with the sheer survival of
the organization by successfully
altering the perceptions and,
hence, the behaviors of certain
groups of people important to the
success of that organization.
Because public relations problems
are usually defined by what people
THINK about a set of facts, versus
the truth of the matter, we are
well-advised to focus on that
fundamental premise.
Does it become any less of a
phenomenon as it works its magic
in the real world?
No. Instead, it is the degree of
human behavioral change it
produces -- through quality
planning -- that defines the
success or failure of a public
relations program.
In my experience, there is broad
agreement that people really do
act on THEIR perception of the
facts, and that how they react to
those facts actually does affect
their behaviors. So, to me, it
follows that individual
understanding of those facts must
be continually informed if the
follow-on behaviors are to help
achieve the organization's goal
and objectives.
In the end, a sound public
relations strategy combined with
effective communications tactics
leads directly to the bottom line
- perceptions altered, behaviors
modified, client/employer
satisfied. In other words, when
those changes in perception and
behaviors clearly meet the
original behavior modification
goal set at the beginning of the
program, the public relations
effort is successful.
So, what comes first? I believe
acceptance that individual
perception of the facts is the
guiding light leading to
behavioral change, and that
something can be done about those
perceptions. While not everyone
buys that, I must say that it
actually helped shape my career in
public relations.
I asked myself some time ago, why
am I working in public relations
anyway? The answers only
strengthened my conviction.
Was
it to create major publicity for
my employer or client? Often yes,
but I realized that it was only an
interim step designed to alter
target audience perceptions and
behaviors. The same response
applied to every tactic from
creating newsworthy special
events, effective response to
crises and controversial public
issues to managing investor
relations or major speech
appearances.
Yes, such tactics are vital cogs
in the public relations problem
solving sequence but, again, only
as interim steps designed to alter
target audience perceptions and
behaviors.
Fact is, NO organization --
business, non-profit or public
sector -- can succeed today unless
the behaviors of its most
important audiences are in-sync
with the organization's
objectives. And that means public
relations professionals must
modify somebody's behavior if they
are to help hit the
employer/client's objective and
earn a paycheck. All else are but
means to that end.
Once public relations' natural
phenomenon characteristics are
understood, an action pathway
begins to appear:
--
identify the problem
-- identify target audiences
-- set the public relations goal
-- set the public relations
strategy
-- prepare persuasive messages
-- select and implement key
communications tactics
-- monitor progress
-- and the end-game? Meet the
behavior modification goal
And
we get a bonus because we're using
a near-perfect public relations
performance standard. I mean, how
can you measure the results of an
activity more accurately than when
you clearly achieve the goal you
set at the beginning of that
activity? You can't. It's pure
success.
Of course, as we develop those
interim tactical activities, we'll
be nurturing the relationships
between our target audiences and
our employer/client's business by
burnishing the reputation of the
organization, its service and
products. We will do our best to
persuade those target audiences to
do what our employer/client wants
them to do. And while seeking
public understanding and
acceptance of that
employer/client, we'll insure that
our joint activities not only
comply with the law, but clearly
serve the public interest. Then,
we will pull out all tactical
stops to actually move those
individuals to action. And our
employer/client will be pleased
that we have brought matters along
to this point.
But when will that employer/client
of ours be fully satisfied with
the public relations results we
have produced? Only when our
"reach, persuade and
move-to-action" efforts have
produced the desired, visible
modification in the behaviors of
those target audiences we, and
they wish to influence.
In my view, this is the
fundamental premise of a natural
phenomenon called public
relations, and the strategic
context in which we must operate.
PR
consultant Bob Kelly was
director of PR for Pepsi-Cola
Co.; AGM-PR, Texaco Inc.; VP-PR,
Olin Corp.; VP-PR, Newport News
Shipbuilding; director of
communications, U.S. Department
of the Interior, and deputy
assistant press secretary, The
White House.
bobkelly@TNI.net
More
Articles | Submit
Your Article | PR
Subjects
About
Public Relations Homepage
Contact Us
|
