Apresentação ministrada pelo consultor e pesquisador norte-americano James Grunig durante mesa-redonda com executivos brasileiros realizada em 04/08 no Museu de Arte Moderna de São Paulo - MAM. O evento celebrou o lançamento do livro "Relações Públicas: teoria, contexto e relacionamentos", que serviu como base para a elaboração do conteúdo da palestra.

1. James E. Grunig, Professor Emeritus
Department of Communication
University of Maryland
College Park Maryland USA
Park, Maryland,

2. Research IN public relations.
Used by practitioners in their work.
Research ON public relations.
C
Constructive, critical research by academic scholars
, y
on the practice of public relations.
Research FOR public relations.
p
Applied basic research to develop concepts and
tools for the practice of public relations.

3. Explain and measure the value of the
communication function to organizations
and to society (research on public
relations).
relations)
Define the role of public relations in
o ga at o a strategy and governance
organizational st ategy a d go e a ce
(research on public relations).
Develop concepts, tools, and measures for
communication professionals to use in
strategic management (research for public
relations.

4. Public relations participates in strategic
decision-making to help manage the behavior
of the organization.
f h i i
Public relations is a bridging activity to build
relationships with stakeholders rather than a
set of messaging activities designed to buffer
the organization from stakeholders.
Emphasis is on two-way and symmetrical
h d l
communication of many kinds to provide
publics a voice in management decisions and to
facilitate dialogue between management and
publics.

5. By cultivating relationships with strategic
stakeholders and publics.
Relationships have value because they:
◦ Reduce costs
costs.
◦ Increase revenue.
◦ Reduce risk
risk.
◦ Directly lead to reputation (organizational
behaviors recalled by publics)
publics).
◦ Are intangible assets.

6. 1. Participating in management decision-
making to identify consequences that create
stakeholders.
2.
2 Segmenting stakeholders and publics
publics.
3. Using communication to cultivate
relationships with strategic publics
publics.
4. Influencing management behavior.
5. Mitigating iss es and crises
issues crises.
6. Measuring the quality of relationships.

7. Model of Strategic Management of Public Relations
No Consequences Management
Decisions
Consequences Consequences
Organizational
Reputation
Rep tation Communication
Programs Stakeholders
Relationship (Relationship Cultivation
Outcomes Strategies) P1 P2 Pi
Publics
Achievement of
Organizational Goals
Ci
Crises
Behavior of
Publics Creates
Issues

8. All public relations involves issues
management. It is not a specialized function.
Publics create issues out of consequences.
Issues are “managed” by managing dialogue
managed
with publics.

9. Most crises are caused by management
decisions.
Crisis planning is more important than the
plan that results.
Crisis scenarios can help with planning.
Surviving the crisis may depend on the
g y p
relationships already in place.

10. The l i
Th relationship principle.
hi i i l
Organizations can withstand both issues and crises
better if they have established good, long-term
f
relationships with publics who are at risk from
decisions and behaviors of the organization.
The accountability p
y principle.
p
Organizations should accept responsibility for a
crisis even if it was not their fault.

11. The disclosure principle
principle.
At the time of a crisis, an organization
must disclose all that it knows about the
crisis or problem involved.
The symmetrical communication
principle.
At the time of a crisis, an organization
must consider the public interest to be at
least as important as its own interest
interest.

12. Trust.
One party’s level of confidence in and
party s
willingness to open itself to the other party.
(e.g., “Whenever this organization makes an important
decision,
decision I know it will be concerned about people like
me.”)
Mutuality of control
control.
The degree to which parties agree on who
has rightful power to influence one another.
(e.g., “The management of this organization gives people
like me enough say in the decision-making process.”)

13. Commitment
The extent to which each party believes and feels that
the relationship is worth spending energy to maintain
and promote.
promote
(e.g, “I feel that this organization is trying to maintain a long-term
commitment to people like me.”)
Satisfaction.
The extent to which each party feels favorably toward
the other because positive expectations about the
h h b b h
relationship are reinforced.
(e.g., “Both the organization and people like me benefit from the
relationship.”)

14. Symmetrical strategies are most
effective, e g
effective e.g.,
◦ Access.
◦ Di l
Disclosure and openness.
d
◦ Participation in mutual networks.
◦ Shared tasks.
◦ Involvement of leadership.
◦ Continuing dialogue.

15. Asymmetrical strategies are least
effective, e.g.,
ff i
◦ Avoidance.
◦ Contention.
◦ Accommodation.

16. Most thinking about and measurement of reputation
reflect a symbolic, interpretive, approach to public
relations—that you can “manage” a reputation by
managing messages.
messages
Reputations consist of what members of different
p
publics think and say about an organization.
y g
Reputations held by strategic publics usually consist
of recalled behaviors—good and bad.
These reputations are a product of relationships
relationships.
Thus, public relations executives should “manage”
reputations by counseling management on what the
p y g g
organization should do—i.e., on how to behave—and
by cultivating relationships with publics.

17. Environmental scanning.
Identifying stakeholders and segmenting publics.
Scenario building.
Evaluating public relations programs.
g g
Establishing an ethical framework for public
relations.
Empowerment of the public relations function.
Institutionalizing public relations as a strategic
management function.