Handbook of Corporate Communication and Public ... - Blogs Unpad

Handbook of Corporate Communication and Public ... - Blogs Unpad Handbook of Corporate Communication and Public ... - Blogs Unpad

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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

<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

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