2. As the term Public Relations becomes synonymous with notions of
„spin‟, propaganda and corporate lying, some practitioners (and
academics) dissociate themselves from the „press agentry‟ antics by
signifying a more strategic approach to PR.
Thus, strategic practitioners use terms such as reputation and
relationship management, stakeholder communications, and corporate
communication to dissociate themselves from spin doctors.
….there is such a clear correlation between Grunig‟s concept of
„excellent‟ PR and the concept of corporate communication that the
terms could be used interchangeably.
2
“Exploring Public Relations” – Ralph Tench & Liz Yeoman, 2nd ed., FT Prentice Hall, Harlow, 2009

3. PRESS PUBLIC TWO-WAY TWO-WAY
AGENTRY/ INFORM- ASYM- SYM-
PUBLICITY ATION METRICAL METRICAL
Use research
Journalists-in- and dialogue
Conduct
Seek residence to bring
scientific
attention for who about
research to
their disseminate symbiotic
determine changes in
organizations accurate, but
how to ideas, attitud
in almost any usually only
persuade es and
possible way favorable,
publics behaviors of
information
both parties
3
“Managing Public Relations” - James Grunig & Todd Hunt, 1984

4. Dominant
Coalition‟s Win-Win Zone Public‟s
Position Position
1 2
3 3
Organization‟s Position Mixed Motive Public‟s Position
Dominates (Asymmetric) (Symmetric) Dominates (Asymmetric)
Communication used to dominate public,
1 accept dominant coalition‟s position
Communication used to convince dominant
2 coalition to cave in to public‟s position
3 Communication used to move public, dominant co-
alition‟s position, or both to acceptable „win-win
zone
“Manager’s Guide to Excellence in Public Relations and Communication Management” - David M. Dozier, Larissa Grunig, James E. Grunig, 1995 4

5. • In a democracy the two-way
communication model is
dominant
• In authoritarian societies there
is less need for engagement,
consequently communication
tends to be one way
5

6. Origin Mediation/Amplification Organization Resolution
Opportunity to influence Difficult to influence
Formal
constraints
Period of increasing
awareness
Media
Coverage
Pressure
Issue Management
Early issue identification
Potential Emerging Current Crisis Dormant
Development
“Risk Issues and Crisis Management in Public Relations: A Casebook of Best Practice” – Michael Regester & Judy Larkin, 2008 6

7. 7

8. Media Relations 100.0%* Community Relations 61.5%
Public Relations 98.4%* Mission Statement 56.9%
Communication Strategy 96.9%* Corporate Citizenship 50.8%
Crisis Communication 93.8%* Brand Strategy 50.8%
Communication Policy 92.3% Marketing Communication 41.5%
Executive Communication 87.7%* Advertising 41.5%
Reputation Management 84.6%* Corporate Culture 40.0%
Employee Communication 81.5%* Investor Relations 32.3%
Social Media 78.0% Government Relations 15.4%
Internet Communication 76.9% Technical Communication 13.8%
Intranet Communication 76.6% Ethics 9.2%
Annual Report 75.4% Training & Development 7.7%
Corporate Identity 69.2% Labor Relations 4.6%
Issues Management 67.7%
* Almost ubiquitous
8
“Corporate Communication – Strategic Adaptation for Global Practice” – Michael B. Goodman & Peter B. Hirsch, 2010

9. 9
“Reputation Management – The Key to Successful Public relations and Corporate communication” – John Doorley & Felio Fred Garcia, 2nd ed., 2011

10. “Strategic Management - A Stakeholder Approach” – R. Edward Freeman, 1984 10

11. “Two-Way Symmetrical Public Relations” - James E. Grunig in “Handbook of Public Relations” – Robert L. Heath (ed.), 2001 11

12. PUBLIC RELATIONS is the management
of mutually influential relationships
within a web of stakeholder and
organizational relationships
By better understanding stakeholders,
managers can decide who deserves their
attention and time.
Stakeholders can shape organizational
practices through their giving or retracting
of stakes (support)
Public relations should be deliberate and
goal-oriented – it is based on strategy
12
“PR Strategy and Application: Managing Influence” – Coombs, W.T. & Holladay, S.J., 2010

13. Stakeholder Stakeholder
Identification Engagement
What corporate
Who are our What are their social
responsibilities do
stakeholders? stakes? we have to our
stakeholders?
What strategies,
What opportunities actions, or
and challenges are decisions should
presented by our we take to best deal
stakeholders with these
responsibilities?
“The Pyramid of Corporate Social Responsibility – Toward the Moral Management of Organizational Stakeholders,” - Carroll, A. B.,
Business Horizons No. 34, 1991 13

14. To whom does the organization have legal obligations?
Who might be positively or negatively be affected by the organizations activities or decisions?
Who manifested concern about the issues or impacts?
Who has been involved in the past when similar concerns need to be addressed?
Who can help the organization address specific impacts?
Who can adversely affect the organization‟s ability to meet its important objectives?
Who would be disadvantaged if they were excluded from the engagement?
Who in the value chain is affected?
Who may have an impact on the reputation of an organization?
Who may influence the policy and regulatory environment in which the organization operates?
Who may impact on the value of the organization?
14
Adapted from “ISO 26000: Guidance on social responsibility,” International Organization for Standardization, 2010

15. 1. Map stakeholder relationships
2. Map stakeholder coalitions
3. Assess nature of each stakeholder’s interest
4. Assess the nature of each stakeholder’s power
5. Construct a matrix of stakeholder moral responsibilities
6. Develop specific strategies and tactics
7. Monitor shifting coalitions
“Business Ethics: A Stakeholder and Issues Management Approach,” Joseph W. Weiss, 4th edition , 2006 15

16. Score
Stakeholder Category Power Legitimacy Urgency Proximity (/20)
Bupati/Regent pr 5 5 5 5 20
Regional Planning Bureau pr 4 5 5 5 19
Land Administration Agency pr 4 5 5 5 19
Regional EPA pr 3 5 5 5 18
Pinang Village de 2 4 5 3 14
Sura (Informal Leader) de 5 5 2 3 15
Clan Organization (Jakarta-
la 1 1 1 2 5
based)
Village Youth Organization de 4 5 1 5 15
Excerpt from Stakeholder Analysis Conducted by Kiroyan Partners in 2009 16

17. 6 1
WHY WHAT
does this
threaten the is the
organization‟s problem?
ability to fulfill
5 its mission?
WHO 2
WHERE
is the target, is this
for whom problem occurring?
is it a
problem? 4 3
HOW WHEN
did this did this
become a become a
problem? problem?
Adapted from “Strategic Public Relations Management: Planning and Managing Effective Communication Programs,” Weintraub Austin, E. &
Pinkleton, B.E., 2nd ed., 2006 17

18. Excerpt from Stakeholder Analysis and Perception Study Conducted by Kiroyan Partners in 2011 18

19. STAKEHOLDER
MANAGEMENT
Stakeholder COMMUNICATION
Analysis POLICY
Stakeholder Communication
Engagement Strategy
Communication
Tactics
19

20. STAKEHOLDER
ENGAGEMENT
COMMUNICATION
STRATEGY
20

21. CORPORATE Top STRATEGIC
POLICY Management
Senior Management
STAKEHOLDER STAKEHOLDER COMMUNICATION
MANAGEMENT ENGAGEMENT STRATEGY
PUBLIC COMMUNICATION
TACTICAL RELATIONS FUNCTIONS
Middle Management
INVESTOR EMPLOYEE COMMUNITY MEDIA PUBLIC
RELATIONS RELATIONS RELATIONS RELATIONS AFFAIRS
Event Management/Press Conference/Press
COMMUNICATION TOOLS Release /Media Monitoring/Interview/FGD, etc.
Junior Management and implementing staff TECHNICAL 21

22. STAKE-
HOLDER
EFFECTS Awareness Understanding Involvement Commitment
TACTICS Newsletters Discussions Consultation Early
Reports Meetings Debate incorporation
Memos Advertising and Collective
Free publicity educational problem-
campaigns solving
TYPE OF Informational Informational/
STRATEGY strategy persuasive Dialogue strategy
strategy
“Corporate Communication: A Guide to Theory and Practice,” Cornelissen, J., 2nd edition, reprinted, 2009 22

23. The precise, research-based Stakeholder Approach (=“Sniper
Approach” - every bullet counts) to communication allows more
effective and efficient use of resources.
23

24. Corporate Two-way
Communication is communication is
identical with the most effective
Grunig’s Excellent form of Corporate
Public Relations Communication/
Public Relations
Two-way Stakeholder
communication engagement is the
implies most effective way
to gauge social
engagement forces affecting
one’s organization
24

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