Handbook of Corporate Communication and Public ... - Blogs Unpad
Handbook of Corporate Communication and Public ... - Blogs Unpad Handbook of Corporate Communication and Public ... - Blogs Unpad
Issues Issues management is part of the daily process of PR practice. The situational theory of publics defined by Grunig (1982) 1 outlines three characteristics that affect how publics react to issues: problem recognition, constraint recognition and level of involvement. 1 In recognizing a problem, he proposed, people will actively seek information about the issue that concerns them and/or record (or process) information that comes to them unsought. 2 Constraint recognition describes the extent to which people believe there are obstacles that limit their ability to fulfil their plans. 3 Level of involvement means the extent to which a person feels connected to a particular situation and will determine whether they are likely to act or not. Grunig and Hunt (1984) 2 say that when an organization or its publics behave in a way that has consequences for each other, they create PR issues. When affected people choose to react, they become members of a public. Publics form around issues. By preparing for, and managing issues corporate response reduces the probability of crisis threatening the organization. The internet information structure The Rand Research Brief ‘Strategic War in Cyberspace’ for the US National Defense Research Institute in 1995, 3 says ‘National Security is becoming progressively more dependent on and identified with assets related to the “Information Revolution”.’ As for the United States, so for every organization. Company security is becoming more dependent on and identified with assets related to the information revolution. This can include a website, email, SMS, WAP and downloads and viruses. In addition, the wider public can quickly form pressure groups and affect corporate security. The public’s perception of internet information security focuses on external online gossip, rogue sites and hacking (which are, nevertheless, a problem), the Rand organization identified that the majority of online compromise comes from within. The insider with access and authority to information can, through incompetence, inadvertence, accident, purposefully or maliciously compromise an organization very easily. In addition, information now flows through organizations as never before and many employees are not trained or conversant with their online responsibilities. Lapses in security are a very common cause of the emergence of issues. Preventing digital security lapses is incumbent on all employees (and external contractors and agents). This can be as simple as not sending emails to external people that include prior content from someone else. Occasionally, organizations will find that a hacker is intent on breaking into corporate information and so good defences by way of firewalls and virus protection are very important. With the advent of internal email, information flows between departments and up the hierarchy of organization with great ease. Historic departmental and seniority barriers have come down (Figure 19.1). In addition multidiscipline groups are formed on a project basis using internal email and other technologies which provide for greater information flows between departments and also offer the means for information to ‘leak’ to the outside world into trusted partner organizations (e.g. supply schedule) © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
Public website Extranet Internal data and knowledge Figure 19.1 Information flows in an organization as organizations become more transparent. These easy communication lines create opportunities for sensitive information to ‘escape’ and this can be the cause of varying degrees of embarrassment and corporate compromise. Our organizations are becoming much more transparent. Companies publishing press releases for the convenience of the press and public automatically make them available to competitors. This is just one example, there are hundreds including comparisons of price, product and service that can be made by competitors as well as consumers, employees and many other publics. Information that ‘leaks’ out of organizations is called porosity. Examples of porosity can be found in emails leaked to the press (the Martin Sixsmith/Stephen Byers debacle in the United Kingdom included emails being leaked from the Department of Transport, Local Government and the Regions). People using newsgroups and discussion lists at work and at home, frequently comment about their companies to people they do not know and who may live on the other side of the world or a street away. People (and technologies) can use, amend, annotate and juxtapose this information, the internet can act as an agent of change to alter, spread and misapply corporate messages and information(Figure 19.2). 4 Protecting organizations with employee awareness campaigns We can learn lessons from the US government’s approach to crisis and its analysis of the threat. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
- Page 272 and 273: modes of delivery - it supports amo
- Page 274 and 275: Conversely, and of equal importance
- Page 276 and 277: open up new competitions in what we
- Page 278 and 279: May, with 24 hours non-stop music b
- Page 280 and 281: Kanter, R. M. (1989) When Giants Le
- Page 282 and 283: Table 17.1 The best corporate reput
- Page 284 and 285: Mandelson, Henry McLeish, and Slobo
- Page 286 and 287: Schultz, 1999). The second reason i
- Page 288 and 289: Table 17.3 Revenue (%) Less than $1
- Page 290 and 291: While there is little doubt that go
- Page 292 and 293: McCarthy, E. J. and Perrault, W. D.
- Page 294 and 295: Table 18.1 Operational functions of
- Page 296 and 297: Table 18.2 Differences between rout
- Page 298 and 299: Due to the wide range of circumstan
- Page 300 and 301: Legislative/regulatory (UK) Environ
- Page 302 and 303: The Turnbull Report encompasses iss
- Page 304 and 305: Data recovery Technology recovery B
- Page 306 and 307: as electrical supplies, voice and d
- Page 308 and 309: direction the media would take so t
- Page 310 and 311: on top of the building. Meridian we
- Page 312 and 313: the system/building failure was dow
- Page 314 and 315: Scotiabank’s incident response In
- Page 316 and 317: Scenario: phases 1 and 2 Info sourc
- Page 318 and 319: As vice president, Rex Engstrand, d
- Page 320 and 321: Luftman, J. N. (2003) Managing Info
- Page 324 and 325: Agency Agency Agency Agency Transpa
- Page 326 and 327: tent. Such lack of website maintena
- Page 328 and 329: inging people in to work from home
- Page 330 and 331: e) deployed. In addition, the conse
- Page 332 and 333: Figure 19.5 Tesco has statements ab
- Page 334 and 335: organization is something that has
- Page 336 and 337: Mojo Wire, 11 is the website which
- Page 338 and 339: Someone got your copyright: you got
- Page 340 and 341: prevent a mass of comment in dozens
- Page 342 and 343: NOTES 1 Grunig, J. E. (1982), ‘Th
- Page 344 and 345: lifetimes. 2 A study by CBS News an
- Page 346 and 347: • Do you agree the events of Sept
- Page 348 and 349: Table 20.1 Responses of senior-leve
- Page 350 and 351: important and more significant assi
- Page 352 and 353: Table 20.3 Comparing mean scores be
- Page 354 and 355: 11th because stockholders and emplo
- Page 356 and 357: email conversational interviews wit
- Page 358 and 359: CHAPTER 21 Public relations and dem
- Page 360 and 361: about public policy options. This t
- Page 362 and 363: international flux and transformati
- Page 364 and 365: etween organizations and publics. A
- Page 366 and 367: elations. Some of these took their
- Page 368 and 369: By the late 1950s and early 1960s m
- Page 370 and 371: PART IV THE FUTURE IS NOW
<strong>Public</strong> website<br />
Extranet<br />
Internal data <strong>and</strong> knowledge<br />
Figure 19.1 Information flows in an organization<br />
as organizations become more transparent.<br />
These easy communication lines create<br />
opportunities for sensitive information to<br />
‘escape’ <strong>and</strong> this can be the cause <strong>of</strong> varying<br />
degrees <strong>of</strong> embarrassment <strong>and</strong> corporate<br />
compromise.<br />
Our organizations are becoming much<br />
more transparent. Companies publishing<br />
press releases for the convenience <strong>of</strong> the press<br />
<strong>and</strong> public automatically make them available<br />
to competitors. This is just one example, there<br />
are hundreds including comparisons <strong>of</strong> price,<br />
product <strong>and</strong> service that can be made by competitors<br />
as well as consumers, employees <strong>and</strong><br />
many other publics.<br />
Information that ‘leaks’ out <strong>of</strong> organizations<br />
is called porosity. Examples <strong>of</strong> porosity<br />
can be found in emails leaked to the press (the<br />
Martin Sixsmith/Stephen Byers debacle in the<br />
United Kingdom included emails being leaked<br />
from the Department <strong>of</strong> Transport, Local<br />
Government <strong>and</strong> the Regions).<br />
People using newsgroups <strong>and</strong> discussion<br />
lists at work <strong>and</strong> at home, frequently comment<br />
about their companies to people they<br />
do not know <strong>and</strong> who may live on the other<br />
side <strong>of</strong> the world or a street away. People<br />
(<strong>and</strong> technologies) can use, amend, annotate<br />
<strong>and</strong> juxtapose this information, the internet<br />
can act as an agent <strong>of</strong> change to alter, spread<br />
<strong>and</strong> misapply corporate messages <strong>and</strong> information(Figure<br />
19.2). 4<br />
Protecting organizations with<br />
employee awareness campaigns<br />
We can learn lessons from the US government’s<br />
approach to crisis <strong>and</strong> its analysis <strong>of</strong><br />
the threat.<br />
© 2004 S<strong>and</strong>ra Oliver for editorial matter <strong>and</strong> selection;<br />
individual chapters, the contributors