What is Public Relations?

What is pub­lic relations? 

My name’s Jerry, and I’ve sup­por­ted 100+ brands stra­tegic­ally and tac­tic­ally via pub­lic rela­tions coun­sel and activ­it­ies for 20 years. I have a Bachelor’s Degree in Public Relations and a Bachelor’s Degree in Linguistics from Mid Sweden University. 

I’ve writ­ten this art­icle to give you an over­view of pub­lic rela­tions, help you under­stand the dif­fer­ent parts of the pro­fes­sion, and answer your ques­tions about PR.

Here we go:

What is Public Relations?

In many organ­isa­tions, PR is often called ‘Strategic com­mu­nic­a­tions’ or simply ‘Communications.’ Public rela­tions pro­fes­sion­als some­times jok­ingly say that PR also stands for ‘Perception man­age­ment’ or ‘Personal relationships.’

But—what is pub­lic relations?

The Public Relations Definition

The PR expert Rex F. Harlow once tried to gath­er all avail­able defin­i­tions of pub­lic rela­tions (PR), but he allegedly gave up after find­ing over 500+ dif­fer­ent ver­sions. ¹From the early 1900s to 1976, Rex F. Harlow, a well-respec­ted expert on pub­lic rela­tions, gathered around 500 dif­fer­ent defin­i­tions of pub­lic rela­tions (Cutlip et al. 2006). ²Morris, T., & Goldsworthy, S. (2008). From PR to pro­pa­ganda. 97 – 111. https://​doi​.org/​1​0​.​1​0​0​7​/​978 – 0‑230 – 59485-2_7

Amongst so many defin­i­tions of pub­lic rela­tions, here’s the one that I find to be most useful:

Public rela­tions (PR) = the stra­tegic use of com­mu­nic­a­tion to estab­lish and sus­tain pro­duct­ive brand rela­tion­ships with pub­lics, stake­hold­ers, and influ­en­cers. ³Silfwer, J. (2015, November 7). What is Public Relations? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Please note:

Publics = psy­cho­graph­ic seg­ments (who) with sim­il­ar com­mu­nic­a­tion beha­viours (how) formed around spe­cif­ic issues (why) impact­ing a brand (to whom). ⁴Silfwer, J. (2015, June 11). The Publics in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​p​u​b​l​i​c​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Stakeholders = rep­res­ent­at­ives of vari­ous ves­ted interests dir­ectly or indir­ectly con­nec­ted to a brand. ⁵Silfwer, J. (2021, January 5). The Stakeholders in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​s​t​a​k​e​h​o​l​d​e​r​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Influencers = inde­pend­ent con­tent cre­at­ors with influ­en­tial plat­forms and fol­low­ings of poten­tial import­ance to a brand. ⁶Silfwer, J. (2020, January 15). The Influencers in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​i​n​f​l​u​e​n​c​e​r​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Learn more: Public Relations Definition

The Publics in Public Relations

Publics are a cent­ral com­pon­ent of pub­lic rela­tions — in fact, the ‘P’ in PR. However, they are often mis­un­der­stood or con­flated with mar­ket­ing’s ‘tar­get groups’.

Here’s how to define pub­lics in pub­lic relations:

Publics = psy­cho­graph­ic seg­ments (who) with sim­il­ar com­mu­nic­a­tion beha­viours (how) formed around spe­cif­ic issues (why) impact­ing a brand (to whom). ⁷Silfwer, J. (2015, June 11). The Publics in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​p​u​b​l​i​c​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Please note:

Psychographic seg­ment = sim­il­ar­it­ies in cog­nit­ive driv­ing factors such as reas­on­ing, motiv­a­tions, atti­tudes, etc.

Communication beha­viours = how the pub­lic’s opin­ion is expressed (choice of mes­sage, rhet­or­ic­al fram­ing, and medi­um type).

Specific issue = determ­ined situ­ation­ally by a spe­cif­ic social object, often high on the agenda in news media or social media.

Learn more: The Publics in Public Relations

Five Types of Publics

There are plenty of inact­ive pub­lics around us in soci­ety, just “wait­ing” for extern­al situ­ations to activ­ate them and bring them togeth­er in coöper­at­ive, com­mu­nic­at­ive behaviours.

However, PR tends to focus on the already activ­ated publics:

“By focus­ing on act­iv­ism and its con­sequences, recent pub­lic rela­tions the­ory has largely ignored inact­ive pub­lics, that is, stake­hold­er groups that demon­strate low levels of know­ledge and involve­ment in the organ­isa­tion or its products, ser­vices, can­did­ates, or causes, but are import­ant to an organ­isa­tion.”
Source: Public Relations Review ⁸Hallahan, K. (2000). Inactive pub­lics: The for­got­ten pub­lics in pub­lic rela­tions. Public Relations Review, 26(4), 499 – 515. https://​doi​.org/​1​0​.​1​0​1​6​/​S​0​3​6​3​-​8​1​1​1​(​0​0​)​0​0​061 – 8

Kirk Hallahan, Professor Emeritus, Journalism and Media Communication, Colorado State University, pro­poses five types of pub­lics based on their know­ledge and involve­ment: ⁹Hallahan, K. (2000). Inactive pub­lics: The for­got­ten pub­lics in pub­lic rela­tions. Public Relations Review, 26(4), 499 – 515. https://​doi​.org/​1​0​.​1​0​1​6​/​S​0​3​6​3​-​8​1​1​1​(​0​0​)​0​0​061 – 8

Hallahan sug­gests a mod­el based on know­ledge and involvement:

As an organ­isa­tion tar­geted by act­iv­ists, what would be the best issue response? Hallahan pro­poses four prin­cip­al response strategies: ¹⁰Hallahan, K. (2009, November 19). The Dynamics of Issues Activation and Response: An Issues Processes Model. Journal of Public Relations Research. … Continue read­ing

Learn more: Kirk Hallahan’s Five Types of Publics

The Stakeholders in Public Relations

In pub­lic rela­tions (PR), we often dis­cuss ‘stake­hold­ers’:

Stakeholders = rep­res­ent­at­ives of vari­ous ves­ted interests dir­ectly or indir­ectly con­nec­ted to a brand. ¹¹Silfwer, J. (2021, January 5). The Stakeholders in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​s​t​a​k​e​h​o​l​d​e​r​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Establishing and sus­tain­ing rela­tion­ships with vari­ous stake­hold­ers is a sig­ni­fic­ant chal­lenge for PR pro­fes­sion­als since their inform­a­tion needs are typ­ic­ally very different. 

“Public rela­tions dis­tin­guishes itself from mar­ket­ing by focus­ing on the stake­hold­er-organ­iz­a­tion rela­tion­ship, which com­prises mutu­al ori­ent­a­tion around a com­mon interest point and a mul­ti­pli­city of stakes.”
Source: Public Relations Review ¹²Smith, B. (2012). Public rela­tions iden­tity and the stake­hold­er – organ­iz­a­tion rela­tion­ship: A revised the­or­et­ic­al pos­i­tion for pub­lic rela­tions schol­ar­ship. Public Relations Review, 38, 838 – 845. … Continue read­ing

The PR Stakeholder Model

PR pro­fes­sion­als have vari­ous spe­cial­isa­tions (based on the Stakeholder Model), includ­ing cor­por­ate com­mu­nic­a­tions, investor rela­tions (IR), media rela­tions, digit­al PR, pub­lic affairs (PA), lob­by­ing, intern­al com­mu­nic­a­tions (IC), crisis com­mu­nic­a­tions, mar­ket­ing PR, and industry PR (B2B).

“In a cor­por­a­tion, a stake­hold­er is a mem­ber of ‘groups without whose sup­port the organ­isa­tion would cease to exist’, as defined in the first usage of the word in a 1963 intern­al memor­andum at the Stanford Research Institute. The the­ory was later developed and cham­pioned by R. Edward Freeman in the 1980s. Since then it has gained wide accept­ance in busi­ness prac­tice and in the­or­ising relat­ing to stra­tegic man­age­ment, cor­por­ate gov­ernance, busi­ness pur­pose and cor­por­ate social respons­ib­il­ity (CSR).”
Source: Wikipedia ¹³Stakeholder (cor­por­ate). (2023, October 27). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​S​t​a​k​e​h​o​l​d​e​r​_​(​c​o​r​p​o​r​ate)

PR spe­cial­isa­tions are typ­ic­ally named based on which stake­hold­er type they manage:

Corporate com­mu­nic­a­tions = an organ­isa­tion’s stra­tegic use of mes­saging to shape its repu­ta­tion, artic­u­late its vis­ion, and engage with key audi­ences across intern­al and extern­al chan­nels.

Targets: External and intern­al pub­lics, busi­ness journ­al­ists, reg­u­lat­ory insti­tu­tions, part­ners, sup­pli­ers, vendors, etc.

Investor rela­tions (IR) = an organ­isa­tion’s delib­er­ate com­mu­nic­a­tion efforts to build trust and main­tain trans­par­ency with investors, ana­lysts, and the fin­an­cial com­munity.

Targets: Shareholders, investors, mar­ket hubs, mar­ket ana­lysts, fin­an­cial insti­tu­tions, trade journ­al­ists etc.

Media rela­tions = a brand’s tar­geted use of com­mu­nic­a­tion to foster pos­it­ive inter­ac­tions with journ­al­ists, edit­ors, and media out­lets and to gain favour­able cov­er­age.

Targets: Journalists, edit­ors, influ­en­cers, etc.

Digital PR = the stra­tegic use of online com­mu­nic­a­tion to build brand com­munit­ies, foster engage­ment, and man­age repu­ta­tion in the digit­al space. ¹⁴Silfwer, J. (2017, November 20). What is Digital PR? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​d​i​g​i​t​a​l​-​pr/

Targets: Inbound web traffic, brand com­munit­ies, sub­scribers, fans, fol­low­ers, influ­en­cers, social net­works, etc.

Public affairs (PA) = a brand’s inten­tion­al use of com­mu­nic­a­tion to engage with gov­ern­ments, poli­cy­makers, and com­munit­ies to influ­ence pub­lic policy and social impact.

Targets: Voters, polit­ic­al journ­al­ists, polit­ic­al ana­lysts, colum­nists, interest groups, etc.

Lobbying = the focused use of advocacy and com­mu­nic­a­tion to dir­ectly influ­ence legis­lat­ive and reg­u­lat­ory decisions in favour of spe­cif­ic interests or causes.

Targets: Politicians, legis­lat­ors, gov­ern­ment offi­cials, com­mit­tees, influ­en­cers, etc.

Internal com­mu­nic­a­tions (IC) = an organ­isa­tion’s delib­er­ate use of mes­saging to align, inform, and motiv­ate employ­ees while fos­ter­ing a pro­duct­ive work­place cul­ture.

Targets: Coworkers, poten­tial recruits, etc.

Crisis com­mu­nic­a­tions = a brand’s rap­id, stra­tegic deploy­ment of com­mu­nic­a­tion to mit­ig­ate repu­ta­tion­al dam­age, address urgent chal­lenges, and restore pub­lic trust dur­ing crit­ic­al situ­ations.

Targets: Crisis vic­tims, wor­ried pub­lics, the gen­er­al pub­lic, cowork­ers, journ­al­ists, influ­en­cers, cus­tom­ers, share­hold­ers, etc.

Marketing PR = a brand’s tac­tic­al integ­ra­tion of com­mu­nic­a­tion and pro­mo­tion­al efforts to enhance product aware­ness, drive sales, and sup­port mar­ket­ing object­ives.

Targets: Potential cus­tom­ers, exist­ing cus­tom­ers, trade journ­al­ists, mem­bers, affil­i­ates, etc.

Industry PR (B2B) = a busi­ness’s pur­pose­ful use of com­mu­nic­a­tion to build cred­ib­il­ity, foster trust, and estab­lish thought lead­er­ship with­in its pro­fes­sion­al sec­tor.

Targets: B2B cli­ents, B2B pro­spects, trade journ­al­ists, trade organ­isa­tions, niche influ­en­cers, etc.

Learn more: Stakeholders in Public Relations

The Influencers in Public Relations

In PR, influ­en­cers are indi­vidu­als who have man­aged to grow a sub­stan­tial audi­ence, which has the poten­tial to affect a spe­cif­ic organ­isa­tion either pos­it­ively or negatively.

Influencers = inde­pend­ent con­tent cre­at­ors with influ­en­tial plat­forms and fol­low­ings of poten­tial import­ance to a brand. ¹⁵Silfwer, J. (2020, January 15). The Influencers in Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​i​n​f​l​u​e​n​c​e​r​s​-​i​n​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Establishing and main­tain­ing good rela­tion­ships with stra­tegic­ally chosen influ­en­cers for the organ­isa­tion is often crit­ic­ally important.

“Influencers in pub­lic rela­tions are emer­ging stake­hold­ers who gen­er­ate a state of opin­ion in the digit­al com­munity that sur­passes tra­di­tion­al pub­lic opin­ion.”
Source: The Role of Prosumers in the Interactive and Digital Processes of Public Relations ¹⁶Polo, M. (2020). The Role of Prosumers in the Interactive and Digital Processes of Public Relations. 161 – 174. https://​doi​.org/​1​0​.​4​0​1​8​/​978 – 1‑7998 – 3119‑8.ch012

How To Categorise Influencers

I recom­mend using the fol­low­ing tiers and nam­ing con­ven­tions for cat­egor­ising dif­fer­ent types of influencers:

Learn more: The Influencers in Public Relations

What Public Relations Does

“Public rela­tions budgets and resources are often less well-defined and less accep­ted than mar­ket­ing budgets and resources, but both dis­cip­lines con­trib­ute to the bot­tom line.”
Source: Public Relations for Marketing Professionals ¹⁷Haywood, R. (1998). Public rela­tions budget and resources. Public Relations for Marketing Professionals, 83 – 96. https://​doi​.org/​1​0​.​1​0​0​7​/​978 – 1‑349 – 14365-8_5

“Public rela­tions and mar­ket­ing both use rela­tion­ship-build­ing tech­niques, but their mis­sions and philo­sophies are fun­da­ment­ally dif­fer­ent.”
Source: Public Relations Review ¹⁸Broom, G., Lauzen, M., & Tucker, K. (1991). Public rela­tions and mar­ket­ing: Dividing the con­cep­tu­al domain and oper­a­tion­al turf. Public Relations Review, 17, 219 – 225. … Continue read­ing

Public rela­tions is fun­da­ment­ally dif­fer­ent from mar­ket­ing. Let’s use the Stakeholder Model to bet­ter under­stand what PR pro­fes­sion­als do.

Corporate Communications

(Sometimes used inter­change­ably with “Communications” and “Inhouse PR” as a gen­er­al term.)

Corporate com­mu­nic­a­tions = an organ­isa­tion’s stra­tegic use of mes­saging to shape its repu­ta­tion, artic­u­late its vis­ion, and engage with key audi­ences across intern­al and extern­al chan­nels.

Targets: External and intern­al pub­lics, busi­ness journ­al­ists, reg­u­lat­ory insti­tu­tions, part­ners, sup­pli­ers, vendors, etc.

What if an organ­isa­tion depends not just on wheth­er people buy its products or ser­vices but also on what people think of your organ­isa­tion and how it con­ducts its busi­ness? What if people want to dis­cuss crit­ic­al top­ics with the organisation?

Unfortunately, pro­mot­ing your products and ser­vices to these people won’t cut it. However, pub­lic rela­tions has pro­fes­sion­al know-how in this area.

“Corporate com­mu­nic­a­tion is a new [editor’s note: pub­lished in 1996] and grow­ing dis­cip­line that focuses on com­mu­nic­a­tion with­in organ­iz­a­tions, relat­ing to man­age­ment, busi­ness, and organ­iz­a­tion­al aspects.”
Source: Management Communication Quarterly ¹⁹Argenti, P. (1996). Corporate Communication as a Discipline. Management Communication Quarterly, 10, 73 — 97. https://​doi​.org/​1​0​.​1​1​7​7​/​0​8​9​3​3​1​8​9​9​6​0​1​0​0​0​1​005

Media Relations

(Sometimes referred to as “Press Office.”)

Media rela­tions = a brand’s tar­geted use of com­mu­nic­a­tion to foster pos­it­ive inter­ac­tions with journ­al­ists, edit­ors, and media out­lets and to gain favour­able cov­er­age.

Targets: Journalists, edit­ors, influ­en­cers, etc.

Some third-party pub­lish­ers don’t accept pay­ment because their live­li­hood depends on objectiv­ity. Journalists (and influ­en­cers with journ­al­ist­ic ambi­tions) fall into this cat­egory. Their unbiased approach makes them highly influential.

For instance, you can­not send your ads to a journ­al­ist. They will refer you to their mar­ket­ing depart­ment and ask you to pay!

However, a PR pro­fes­sion­al under­stands how to cre­ate mater­i­al that a journ­al­ist (or an ambi­tious influ­en­cer) will want to fea­ture to their audience.

“Organizations’ media rela­tions activ­it­ies can influ­ence media con­tent and opin­ions, but suc­cess depends on more than just dis­trib­ut­ing news releases.”
Source: Public Relations Review ²⁰Turk, J. (1985). Information sub­sidies and influ­ence. Public Relations Review, 11, 10 – 25. https://​doi​.org/​1​0​.​1​0​1​6​/​S​0​3​6​3​-​8​1​1​1​(​8​5​)​8​0​078 – 3

Investor Relations (IR)

Investor rela­tions (IR) = an organ­isa­tion’s delib­er­ate com­mu­nic­a­tion efforts to build trust and main­tain trans­par­ency with investors, ana­lysts, and the fin­an­cial com­munity.

Targets: Shareholders, investors, mar­ket hubs, mar­ket ana­lysts, fin­an­cial insti­tu­tions, trade journ­al­ists etc.

In some organ­isa­tions, huge ones, there are vari­ous fin­an­cial stake­hold­ers: share­hold­ers, investors, fin­an­cial insti­tu­tions, etc. You can­not “mar­ket ” to these groups; their inform­a­tion­al needs dif­fer from those of poten­tial consumers.

However, we under­stand how to engage in two-way com­mu­nic­a­tion with­in pub­lic relations.

“Investor rela­tions officers sig­ni­fic­antly influ­ence cor­por­ate dis­clos­ures and play a cru­cial role in private com­mu­nic­a­tion between IROs, ana­lysts, and investors.”
Source: Journal of Accounting and Economics ²¹Brown, L., Call, A., Clement, M., & Sharp, N. (2019). Managing the nar­rat­ive: Investor rela­tions officers and cor­por­ate dis­clos­ure✰. Journal of Accounting and Economics. … Continue read­ing

Digital PR

(Sometimes referred to as “Digital Communications,” “Online PR,” or “Online Communications.”)

Digital PR = the stra­tegic use of online com­mu­nic­a­tion to build brand com­munit­ies, foster engage­ment, and man­age repu­ta­tion in the digit­al space. ²²Silfwer, J. (2017, November 20). What is Digital PR? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​d​i​g​i​t​a​l​-​pr/

Targets: Inbound web traffic, brand com­munit­ies, sub­scribers, fans, fol­low­ers, influ­en­cers, social net­works, etc.

Not all online traffic is paid for by ads. People search organ­ic­ally for inform­a­tion, know­ledge, inspir­a­tion, enter­tain­ment, etc. Some people even wish to be more than just cus­tom­ers — they want to be fans, fol­low­ers, and subscribers! 

And yes, pub­lic rela­tions is equipped to cater to the inform­a­tion­al needs of fin­an­cial stakeholders.

“Online pub­lic rela­tions can enhance vis­ib­il­ity and build rela­tion­ships with the pub­lic, pro­mot­ing organ­iz­a­tions and products through dia­lo­gic com­mu­nic­a­tion.”
Source: Procedia — Social and Behavioral Sciences ²³Petrovici, M. (2014). E‑Public Relations: Impact and Efficiency. A Case Study. Procedia — Social and Behavioral Sciences, 141, 79 – 84. https://​doi​.org/​1​0​.​1​0​1​6​/​J​.​S​B​S​P​R​O​.​2​0​1​4​.​0​5​.​015

Public Affairs (PA)

Public affairs (PA) = a brand’s inten­tion­al use of com­mu­nic­a­tion to engage with gov­ern­ments, poli­cy­makers, and com­munit­ies to influ­ence pub­lic policy and social impact.

Targets: Voters, polit­ic­al journ­al­ists, polit­ic­al ana­lysts, colum­nists, interest groups, etc.

For some organ­isa­tions, the gen­er­al pub­lic’s opin­ion about cer­tain issues mat­ters. For an elec­tric car man­u­fac­turer, what people think of soci­ety’s elec­tri­fic­a­tion mat­ters because, in a demo­cracy, pub­lic opin­ion will ulti­mately shape pub­lic policy.

In pub­lic rela­tions, we have the skill set to nav­ig­ate and man­age pub­lic per­cep­tions and shape opin­ions long-term. While advert­ising can sup­port such endeav­ours, the driv­ing force is usu­ally pub­lic relations.

“Integrating cor­por­ate plan­ning and pub­lic affairs per­spect­ives is cru­cial for organ­iz­a­tions to effect­ively respond to envir­on­ment­al change and adapt to social and polit­ic­al tur­bu­lence.”
Source: Long Range Planning ²⁴Post, J., Murray, E., Dickie, R., & Mahon, J. (1982). The pub­lic affairs func­tion in American cor­por­a­tions: Development and rela­tions with cor­por­ate plan­ning. Long Range Planning, 15, 12 – 21. … Continue read­ing

Lobbying

Lobbying = the focused use of advocacy and com­mu­nic­a­tion to dir­ectly influ­ence legis­lat­ive and reg­u­lat­ory decisions in favour of spe­cif­ic interests or causes.

Targets: Politicians, legis­lat­ors, gov­ern­ment offi­cials, com­mit­tees, influ­en­cers, etc.

At times, it’s a good idea to present your organ­isa­tion’s ideas dir­ectly to those in charge of mak­ing the decisions, like politi­cians, legis­lat­ors, ana­lysts, top­ic experts, etc. And these groups are rarely con­vinced by mar­ket­ing messages.

“Lobbying can be viewed as a form of legis­lat­ive sub­sidy, provid­ing policy inform­a­tion, polit­ic­al intel­li­gence, and legis­lat­ive labor to stra­tegic­ally selec­ted legis­lat­ors, assist­ing nat­ur­al allies in achiev­ing their object­ives.”
Source: American Political Science Review ²⁵Hall, R., & Deardorff, A. (2006). Lobbying as Legislative Subsidy. American Political Science Review, 100, 69 — 84. https://​doi​.org/​1​0​.​1​0​1​7​/​S​0​0​0​3​0​5​5​4​0​6​0​6​2​010

Internal Communications (IC)

Internal com­mu­nic­a­tions (IC) = an organ­isa­tion’s delib­er­ate use of mes­saging to align, inform, and motiv­ate employ­ees while fos­ter­ing a pro­duct­ive work­place cul­ture.

Targets: Coworkers, poten­tial recruits, etc.

Most organ­isa­tions have employ­ees. Their opin­ions and atti­tudes towards the employ­er often decide wheth­er the organ­isa­tion will rise or fall. Aiming mar­ket­ing cam­paigns at them rarely resolves any issues. 

Public rela­tions has a long and proud tra­di­tion of improv­ing all types of com­mu­nic­a­tion with­in an organ­isa­tion. (It’s also a major field of aca­dem­ic research!)

“Strengthening intern­al com­mu­nic­a­tion through vari­ous meth­ods, includ­ing face-to-face com­mu­nic­a­tion, can improve employ­ee engage­ment and build trust between man­age­ment and employ­ees.”
Source: International Journal of Business Communication ²⁶Mishra, K., Boynton, L., & Mishra, A. (2014). Driving Employee Engagement. International Journal of Business Communication, 51, 183 — 202. https://​doi​.org/​1​0​.​1​1​7​7​/​2​3​2​9​4​8​8​4​1​4​5​2​5​399

Crisis Communications

(Sometimes referred to as “Crisis Management.”)

Crisis com­mu­nic­a­tions = a brand’s rap­id, stra­tegic deploy­ment of com­mu­nic­a­tion to mit­ig­ate repu­ta­tion­al dam­age, address urgent chal­lenges, and restore pub­lic trust dur­ing crit­ic­al situ­ations.

Targets: Crisis vic­tims, wor­ried pub­lics, the gen­er­al pub­lic, cowork­ers, journ­al­ists, influ­en­cers, cus­tom­ers, share­hold­ers, etc.

Sometimes, things go wrong. In such situ­ations, paus­ing all mar­ket­ing cam­paigns is often a good idea. No one wants to see an ad for your busi­ness when people suf­fer or have got­ten hurt. 

We have developed a tried-and-tested tool­box in pub­lic rela­tions to assist organ­isa­tions in deal­ing with chal­len­ging scenarios.

“Effective crisis com­mu­nic­a­tion strategies, tim­ing, and situ­ation­al factors can guide man­agers in achiev­ing desired out­comes and enhan­cing cor­por­ate repu­ta­tion dur­ing crises.”
Source: Business Horizons ²⁷Coombs, W. (2015). The value of com­mu­nic­a­tion dur­ing a crisis: Insights from stra­tegic com­mu­nic­a­tion research. Business Horizons, 58, 141 – 148. https://​doi​.org/​1​0​.​1​0​1​6​/​J​.​B​U​S​H​O​R​.​2​0​1​4​.​1​0​.​003

Marketing PR

(Sometimes referred to as “Marketing Communications.”)

Marketing PR = a brand’s tac­tic­al integ­ra­tion of com­mu­nic­a­tion and pro­mo­tion­al efforts to enhance product aware­ness, drive sales, and sup­port mar­ket­ing object­ives.

Targets: Potential cus­tom­ers, exist­ing cus­tom­ers, trade journ­al­ists, mem­bers, affil­i­ates, etc.

Journalists and influ­en­cers are some­times inter­ested in con­sumer offer­ings, too. Potential cus­tom­ers are inter­ested in learn­ing about new products or ser­vices, and journ­al­ists might be curi­ous, too. This often hap­pens when there are big launches or sig­ni­fic­ant tech­no­lo­gic­al advancements.

This is where mar­ket­ing and pub­lic rela­tions “cross swords.” While mar­ket­ing uses paid cam­paigns to pro­mote products or ser­vices, pub­lic rela­tions pitches those products or ser­vices to journ­al­ists (and influ­en­cers with journ­al­ist­ic ambitions).

“Integrating mar­ket­ing com­mu­nic­a­tions across tra­di­tion­al and new media can improve the effect­ive­ness and effi­ciency of mar­ket­ing pro­grams.”
Source: Journal of Marketing ²⁸Batra, R., & Keller, K. (2016). Integrating Marketing Communications: New Findings, New Lessons, and New Ideas. Journal of Marketing, 80, 122 — 145. https://​doi​.org/​1​0​.​1​5​0​9​/​j​m​.​1​5​.​0​419

Industry PR (B2B)

(Sometimes referred to as “B2B PR,” “B2B Communications,” or with more spe­cificity, like “Tech PR,” “Telecom PR”, “Medical PR,” etc.) 

Industry PR (B2B) = a busi­ness’s pur­pose­ful use of com­mu­nic­a­tion to build cred­ib­il­ity, foster trust, and estab­lish thought lead­er­ship with­in its pro­fes­sion­al sec­tor.

Targets: B2B cli­ents, B2B pro­spects, trade journ­al­ists, trade organ­isa­tions, niche influ­en­cers, etc.

In many indus­tries, organ­isa­tions sell products and ser­vices to oth­er com­pan­ies. Marketing can be cru­cial, espe­cially if there are thou­sands of poten­tial cus­tom­ers. However, many niches are small and depend­ent on per­son­al relationships.

Many organ­isa­tions also depend on func­tion­al rela­tion­ships with vendors, dis­trib­ut­ors, part­ners, sup­pli­ers, etc. Public rela­tions is the way to com­mu­nic­ate with these organisations.

“Contemporary pub­lic rela­tions for B2B involves 7 dis­tinct types of fram­ing: situ­ations, attrib­utes, choices, actions, issues, respons­ib­il­ity, and news.”
Source: Journal of Public Relations Research ²⁹Hallahan, K. (1999). Seven Models of Framing: Implications for Public Relations. Journal of Public Relations Research, 11, 205 – 242. https://​doi​.org/​1​0​.​1​2​0​7​/​S​1​5​3​2​7​5​4​X​J​P​R​R​1​1​0​3​_02

Learn more: What Public Relations Does

Public Relations Objectives

“Public rela­tions is a young aca­dem­ic field with poten­tial to inform vari­ous areas of com­mu­nic­a­tion and offer tools like issues man­age­ment for vari­ous applied com­mu­nic­a­tion fields.“
Source: Journal of Communication ³⁰Botan, C., & Taylor, M. (2004). Public rela­tions: State of the field. Journal of Communication, 54, 645 – 661. https://​doi​.org/​1​0​.​1​1​1​1​/​J​.​1​460 – 2466.2004.TB02649.X

Building trust and cred­ib­il­ity is a cru­cial object­ive of pub­lic rela­tions. In an era where con­sumers are increas­ingly scep­tic­al of advert­ising and cor­por­ate speak, PR offers a more authen­t­ic and cred­ible way to com­mu­nic­ate with the public.

But what exactly are PR pro­fes­sion­als doing?

Examples of Public Relations Objectives

Categorised by the Stakeholder Model, here are a few examples of pub­lic rela­tions (PR) objectives:

Corporate com­mu­nic­a­tions = an organ­isa­tion’s stra­tegic use of mes­saging to shape its repu­ta­tion, artic­u­late its vis­ion, and engage with key audi­ences across intern­al and extern­al chan­nels.

Targets: External and intern­al pub­lics, busi­ness journ­al­ists, reg­u­lat­ory insti­tu­tions, part­ners, sup­pli­ers, vendors, etc.

Investor rela­tions (IR) = an organ­isa­tion’s delib­er­ate com­mu­nic­a­tion efforts to build trust and main­tain trans­par­ency with investors, ana­lysts, and the fin­an­cial com­munity.

Targets: Shareholders, investors, mar­ket hubs, mar­ket ana­lysts, fin­an­cial insti­tu­tions, trade journ­al­ists etc.

Media rela­tions = a brand’s tar­geted use of com­mu­nic­a­tion to foster pos­it­ive inter­ac­tions with journ­al­ists, edit­ors, and media out­lets and to gain favour­able cov­er­age.

Targets: Journalists, edit­ors, influ­en­cers, etc.

Digital PR = the stra­tegic use of online com­mu­nic­a­tion to build brand com­munit­ies, foster engage­ment, and man­age repu­ta­tion in the digit­al space. ³¹Silfwer, J. (2017, November 20). What is Digital PR? Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​w​h​a​t​-​i​s​-​d​i​g​i​t​a​l​-​pr/

Targets: Inbound web traffic, brand com­munit­ies, sub­scribers, fans, fol­low­ers, influ­en­cers, social net­works, etc.

Public affairs (PA) = a brand’s inten­tion­al use of com­mu­nic­a­tion to engage with gov­ern­ments, poli­cy­makers, and com­munit­ies to influ­ence pub­lic policy and social impact.

Targets: Voters, polit­ic­al journ­al­ists, polit­ic­al ana­lysts, colum­nists, interest groups, etc.

Lobbying = the focused use of advocacy and com­mu­nic­a­tion to dir­ectly influ­ence legis­lat­ive and reg­u­lat­ory decisions in favour of spe­cif­ic interests or causes.

Targets: Politicians, legis­lat­ors, gov­ern­ment offi­cials, com­mit­tees, influ­en­cers, etc.

Internal com­mu­nic­a­tions (IC) = an organ­isa­tion’s delib­er­ate use of mes­saging to align, inform, and motiv­ate employ­ees while fos­ter­ing a pro­duct­ive work­place cul­ture.

Targets: Coworkers, poten­tial recruits, etc.

Crisis com­mu­nic­a­tions = a brand’s rap­id, stra­tegic deploy­ment of com­mu­nic­a­tion to mit­ig­ate repu­ta­tion­al dam­age, address urgent chal­lenges, and restore pub­lic trust dur­ing crit­ic­al situ­ations.

Targets: Crisis vic­tims, wor­ried pub­lics, the gen­er­al pub­lic, cowork­ers, journ­al­ists, influ­en­cers, cus­tom­ers, share­hold­ers, etc.

Marketing PR = a brand’s tac­tic­al integ­ra­tion of com­mu­nic­a­tion and pro­mo­tion­al efforts to enhance product aware­ness, drive sales, and sup­port mar­ket­ing object­ives.

Targets: Potential cus­tom­ers, exist­ing cus­tom­ers, trade journ­al­ists, mem­bers, affil­i­ates, etc.

Industry PR (B2B) = a busi­ness’s pur­pose­ful use of com­mu­nic­a­tion to build cred­ib­il­ity, foster trust, and estab­lish thought lead­er­ship with­in its pro­fes­sion­al sec­tor.

Targets: B2B cli­ents, B2B pro­spects, trade journ­al­ists, trade organ­isa­tions, niche influ­en­cers, etc.

Learn more: Public Relations Objectives

Approaches To Public Relations

There are three schol­arly approaches to pub­lic rela­tions (PR):

The Excellence Approach. This pub­lic rela­tions approach focuses on object­ives and cor­por­ate value cre­ation. The under­ly­ing motiv­a­tion behind the the­ory was that pub­lic rela­tions were mainly a vari­ety of tac­tic­al tools that des­per­ately needed a man­age­ment the­ory to work well in a soph­ist­ic­ated organ­isa­tion.

Notable men­tions: James E. Grunig, Larissa A. Grunig

The Rhetorical Approach. This pub­lic rela­tions approach stems from ideas dat­ing back to ancient Greece. It’s a psy­cho­lo­gic­al the­ory of how com­mu­nic­a­tion struc­tures human cul­ture by shap­ing human minds. The rhet­or­ic­al approach is prac­tic­al and lacks mor­al judg­ment.

Notable men­tions: Edward Bernays, The Toronto School of Communication Theory, Robert Heath

The Critical Approach. This pub­lic rela­tions approach is deeply rooted in the­or­ies of soci­et­al power dynam­ics. Power is seen as a means of exert­ing dom­in­ance, manip­u­la­tion, and oppres­sion. The crit­ic­al approach bor­rows many ideas from the rhet­or­ic­al approach by pla­cing them in mor­al frame­works.

Notable men­tions: Walter Lippmann, Noam Chomsky

Read also: 3 PR Approaches: Excellence, Rhetorical, and Critical

The Four Models of Public Relations

In the Excellence study, James Grunig and Todd Hunt (1984) developed the most widely cited PR mod­el in aca­dem­ic circles. 

It’s not one mod­el but four in sequence. 

Grunig and Hunt’s four mod­els of pub­lic rela­tions provide valu­able insights into the evol­u­tion of com­mu­nic­a­tion strategies and their implic­a­tions for mod­ern businesses.

The four mod­els of pub­lic rela­tions as a frame­work can be con­sidered a corner­stone of the Excellence Approach. ³²Silfwer, J. (2022, November 6). 3 PR Approaches: Excellence, Rhetorical, and Critical. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​p​r​-​a​p​p​r​o​a​c​h​es/

The Excellence Approach. This pub­lic rela­tions approach focuses on object­ives and cor­por­ate value cre­ation. The under­ly­ing motiv­a­tion behind the the­ory was that pub­lic rela­tions were mainly a vari­ety of tac­tic­al tools that des­per­ately needed a man­age­ment the­ory to work well in a soph­ist­ic­ated organ­isa­tion.

Notable men­tions: James E. Grunig, Larissa A. Grunig

The res­ult? The research­ers con­cluded that the two-way sym­met­ric­al mod­el is the most effect­ive way to prac­tice pub­lic relations.

“The study of rela­tion­ships with­in pub­lic rela­tions has become increas­ingly import­ant, with the Grunigs identi­fy­ing test­able vari­ables to meas­ure the qual­ity of organ­iz­a­tion­al rela­tion­ships.”
Source: Journal of Professional Communication ³³Grunig, J. (2011). Public rela­tions excel­lence 2010. Journal of Professional Communication, 1. https://​doi​.org/​1​0​.​1​5​1​7​3​/​J​P​C​.​V​1​I​1​.85

Learn more: The Four Models of Public Relations

Public Relations vs Journalism

PR pro­fes­sion­als and journ­al­ists share many prac­tic­al skill sets. Still, pub­lic rela­tions and journ­al­ism are fun­da­ment­ally different:

Public rela­tions is the effort to sub­ject­ively advoc­ate agen­das on spe­cial interests’ behalf.

A fun­da­ment­al cri­tique against pub­lic rela­tions is that advocacy is an afflu­ent priv­ilege that manip­u­lates the truth.

Journalism is the effort to object­ively report the news on the pub­lic interest’s behalf.

A fun­da­ment­al cri­tique against journ­al­ism is that objectiv­ity is unreal­ist­ic and the pub­lic interest heterogeneous.

But even if both pub­lic rela­tions and journ­al­ism fail to live up to their ideal states at all times, both prac­tices play vital roles in uphold­ing a bal­anced and stable democracy.

Learn more: Public Relations vs Journalism

How To Measure Public Relations

How do you meas­ure pub­lic rela­tions (PR)? I recom­mend meas­ur­ing atti­tudes and beha­viours using ques­tion­naires, rat­ing scales, inter­views, reports (logs, journ­als, diar­ies, etc.), and observations.

The gen­er­al recom­mend­a­tion for PR meas­ure­ment: I recom­mend the soci­olo­gic­al meth­od for get­ting valu­able and action­able res­ults from meas­ur­ing pub­lic rela­tions. This means meas­ur­ing atti­tudes and beha­viours. ³⁴Silfwer, J. (2021, March 4). Methods of Measuring Public Relations. Doctor Spin | The PR Blog. https://​doc​tor​spin​.net/​m​e​a​s​u​r​i​n​g​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Attitude Measurements in PR

There are a few things to con­sider when meas­ur­ing atti­tudes and beha­viours cor­rectly. ³⁵Educational Communications and Technology. (2001, August 3). 34.5 Measuring Attitudes. The Handbook of Research for Educational Communications and Technology. … Continue read­ing

An atti­tude meas­ure­ment should meet the fol­low­ing criteria:

There are four main types of atti­tude meas­ure­ment approaches:

There are four main types of atti­tude meas­ure­ment methods:

Learn more: How To Measure Public Relations

The PESO Model

I often use the PESO mod­el to under­score the crit­ic­al dif­fer­ences between mar­ket­ing (paid media) and pub­lic rela­tions (earned, shared, and owned media). 

The PESO mod­el divides the media land­scape into four dif­fer­ent media chan­nel types: 

Don Bartholomew, vice pres­id­ent of digit­al research at Fleishman Hillard, presen­ted a ver­sion of the PESO mod­el in 2010. According to PR blog­ger and PR meas­ure­ment expert Heather Yaxley, his 2010 art­icle is likely to be the earli­est men­tion of the model:

In 2013, PR blog­ger Gini Dietrich pop­ular­ised the PESO mod­el on her blog and later trade­marked her heav­ily pro­moted and widely spread infographic.

“In June 2013, Gini Dietrich presen­ted the first iter­a­tion of the PESO mod­el you may recog­nise in a blog post: The Four Different Types of Media. It was fol­lowed in August by the post Mobile Marketing: Use the Four Media Types in Promotion, where she talked about integ­rat­ing paid, earned, owned, and shared.”
Source: PRConversations​.com ³⁶Yaxley, H. (2020, June 28). Tracing the meas­ure­ment ori­gins of PESO. PRConversations​.com. https://​www​.prcon​ver​sa​tions​.com/​t​r​a​c​i​n​g​-​t​h​e​-​m​e​a​s​u​r​e​m​e​n​t​-​o​r​i​g​i​n​s​-​o​f​-​p​e​so/

“It is also worth point­ing out this 2010 McKinsey Quarterly art­icle by David Edelman and Britan Salsburg that includes sold and hijacked media along­side what used to be called POEM (paid, owned and earned media). Both of these con­cepts still have value even though their exe­cu­tion has changed in the past dec­ade.“
Source: PRConversations​.com ³⁷Yaxley, H. (2020, June 28). Tracing the meas­ure­ment ori­gins of PESO. PRConversations​.com. https://​www​.prcon​ver​sa​tions​.com/​t​r​a​c​i​n​g​-​t​h​e​-​m​e​a​s​u​r​e​m​e​n​t​-​o​r​i​g​i​n​s​-​o​f​-​p​e​so/

Learn more: The PESO Model: Paid, Earned, Shared, and Owned Media

The Father of PR: Edward Bernays

Edward Bernays (1891 – 1995) is con­sidered the fath­er of pub­lic rela­tions (PR). His uncle was the fam­ous psy­cho­lo­gist Sigmund Freud, and Bernays, too, was inter­ested in beha­vi­our­al psy­cho­logy. ³⁸Edward Bernays. (2023, November 13). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​E​d​w​a​r​d​_​B​e​r​n​ays ³⁹Olasky, M. (1984). Retrospective: Bernays’ doc­trine of pub­lic opin­ion. Public Relations Review, 10, 3 – 12. https://​doi​.org/​1​0​.​1​0​1​6​/​S​0​3​6​3​-​8​1​1​1​(​8​4​)​8​0​088 – 0

Edward Bernays’ wife, Doris Fleischmann, was also a PR con­sult­ant who sig­ni­fic­antly con­trib­uted to the PR industry.

Bernays cer­tainly was some­thing of a char­ac­ter: His most fam­ous book is titled “Propaganda” — in which he out­lined how to man­age the per­cep­tions of crowds, much like mod­ern Niccolo Machiavelli or Sun Tzu. ⁴⁰Propaganda. (2023, November 10). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​P​r​o​p​a​g​a​n​d​a​_​(​b​ook)

“The con­scious and intel­li­gent manip­u­la­tion of the organ­ised habits and opin­ions of the masses is an import­ant ele­ment in demo­crat­ic soci­ety. Those who manip­u­late this unseen mech­an­ism of soci­ety con­sti­tute an invis­ible gov­ern­ment which is the true rul­ing power of our coun­try.”
Source: Propaganda ⁴¹Bernays, E. L. (1928). Propaganda. New York, NY: Horace Liveright.

PR Case Study: Torches of Freedom

When help­ing Lucky Strike, Bernays real­ised that cigar­ette smoking was mostly a male habit. From a busi­ness per­spect­ive, there was a golden oppor­tun­ity to add half the pop­u­la­tion to Lucky Strike’s list of poten­tial customers. 

No one had done this suc­cess­fully, not because no one ever had that idea, but because it was a tough nut to crack. But Edward Bernays suc­ceeded by tap­ping into anoth­er pre­vail­ing trend in soci­ety: The eman­cip­a­tion of women. 

Bernays posi­tioned cigar­ettes for women as “Torches of Freedom.” He placed the idea in art­icles, news­pa­pers, celebrity endorse­ments, and events. He planted the pub­lic per­cep­tion of women smoking not because it was enjoy­able but as a sym­bol of female independence.

PR Case Study: Eggs and Bacon

Have you ever had eggs and bacon for break­fast at a hotel? Well, you can thank Bernays for that idea.

Another PR legend is how Bernays helped the farm­ing industry con­vince people to eat more eggs and bacon. To do this, he wanted to change people’s per­cep­tions of when it’s okay to eat eggs and bacon.

Bernays cooper­ated with food sci­ent­ists to estab­lish that eggs and bacon should be part of a healthy break­fast for every American. And to mani­fest this, he col­lab­or­ated with chains of hotels to have them serve eggs and bacon for break­fast. ⁴²Later in life, Bernays became a veget­ari­an and advoc­ated for a meat­less diet, which was unusu­al at the time, espe­cially giv­en his work pro­mot­ing products like bacon.

Learn more: Edward Bernays — The Father of PR

John Dewey and the ‘P’ in Public Relations

The term “pub­lics” can be traced back to the work of the American psy­cho­lo­gist and philo­soph­er John Dewey (1859 – 1952). ⁴³John Dewey. (2023, March 25). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​J​o​h​n​_​D​e​wey

In his 1927 book, “The Public and Its Problems,” Dewey con­cep­tu­al­ised pub­lics as situ­ation­al groups formed in response to shared con­cerns or issues. He pos­ited that these groups emerge when indi­vidu­als con­front a com­mon prob­lem, recog­nise its exist­ence, and take col­lect­ive action to address it. ⁴⁴Dewey, J. (1927). The Public and Its Problems. Athens, Ohio: Swallow Press.

“Dewey’s the­ory of the pub­lic sphere recog­nizes mul­tiple pub­lics and per­meable bor­ders between pub­lic and private, with com­mu­nic­a­tion play­ing a cru­cial role in pub­lic form­a­tion and re-form­a­tion.”
Source: Argumentation and Advocacy ⁴⁵Asen, R. (2003). The Multiple Mr. Dewey: Multiple Publics and Permeable Borders in John Dewey’s Theory of the Public Sphere. Argumentation and Advocacy, 39, 174 — 188. … Continue read­ing

Dewey’s for­mu­la­tion of pub­lics marked a sig­ni­fic­ant depar­ture from the tra­di­tion­al under­stand­ing of the “mass pub­lic,” which assumed a more homo­gen­eous and pass­ive audience. 

By high­light­ing the situ­ation­al and dynam­ic nature of pub­lics, Dewey laid the found­a­tion for a more nuanced and adapt­ive approach to under­stand­ing the com­plex inter­ac­tions between organ­isa­tions and their vari­ous audiences.

This under­stand­ing of pub­lics as situ­ation­al and ever-chan­ging high­lighted the need for organ­isa­tions to remain agile and adapt­ive in their com­mu­nic­a­tion efforts.

By recog­nising the diverse and situ­ation­al nature of pub­lics, PR pro­fes­sion­als and com­mu­nic­at­ors can bet­ter under­stand the needs and con­cerns of their vari­ous audi­ences, allow­ing them to devel­op more effect­ive com­mu­nic­a­tion strategies. 

“This recog­ni­tion of the act­ive and dynam­ic nature of pub­lics has also influ­enced broad­er aca­dem­ic and pub­lic dis­course, high­light­ing the import­ance of under­stand­ing and enga­ging with dif­fer­ent groups of people who share com­mon interests, con­cerns, or prob­lems.”
Source: Contemporary Pragmatism ⁴⁶Rogers, M. (2010). Introduction: Revisiting The Public and Its Problems. Contemporary Pragmatism, 7, 1 – 7. https://​doi​.org/​1​0​.​1​1​6​3​/​1​8​7​5​8​185 – 90000152

Learn more: John Dewey and the ‘P’ in Public Relations

Marshall McLuhan: “The Medium is the Message”

“The medi­um is the mes­sage” is a phrase coined by the Canadian philo­soph­er Marshall McLuhan in the first chapter of his not­able book “Understanding Media: The Extensions of Man.” ⁴⁷Understanding Media. (2023, September 18). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​U​n​d​e​r​s​t​a​n​d​i​n​g​_​M​e​dia

Despite being one of the most influ­en­tial thinkers in media the­ory, McLuhan’s ideas are often widely mis­un­der­stood. “The medi­um is the mes­sage” is no exception.

“The medi­um is the mes­sage” does­n’t imply that con­tent or sub­stance lacks import­ance; it only implies that the medi­um in which mes­sages are sent will sig­ni­fic­antly impact humanity.

McLuhan views medi­ums as exten­sions of human physiology. Our abil­ity to build houses extends our human skin, as it pro­tects against the ele­ments. This added lay­er of pro­tec­tion and phys­ic­al safety frees up men­tal band­width for human interaction.

In McLuhan’s inter­pret­a­tion, a house is a medi­um. All human tech­no­lo­gies, down to the camp­fire, are con­sidered mediums.

“McLuhan’s insight was that a medi­um affects the soci­ety in which it plays a role not by the con­tent delivered over the medi­um, but by the char­ac­ter­ist­ics of the medi­um itself. […] McLuhan poin­ted to the light bulb as a clear demon­stra­tion of this concept. A light bulb does not have con­tent in the way that a news­pa­per has art­icles or a tele­vi­sion has pro­grams, yet it is a medi­um that has a social effect; that is, a light bulb enables people to cre­ate spaces dur­ing night­time that would oth­er­wise be envel­oped by dark­ness.”
Source: Wikipedia ⁴⁸Marshall McLuhan. (2023, May 15). In Wikipedia. https://​en​.wiki​pe​dia​.org/​w​i​k​i​/​M​a​r​s​h​a​l​l​_​M​c​L​u​han

According to McLuhan, our abil­ity to cre­ate exten­sions of human­ity expo­nen­tially impacts our com­mu­nic­a­tion more than any mes­sage con­veyed as a result:

And so on.

Why is McLuhan’s ana­lys­is neces­sary? “The medi­um is the mes­sage” is a stark remind­er that a medi­um’s format (and lim­it­a­tions) will massively impact human soci­ety — and the mes­sages them­selves, too.

We often default to seek­ing mean­ing in mes­sages but for­get to con­sider the medi­um’s inher­ent media logic.

Learn more: Media Logic is Dead, Long Live Media Logic

Phineas Taylor Barnum: “There’s No Such Thing as Bad Publicity”

Phineas Taylor (P.T.) Barnum was a 19^th-cen­tury American show­man, entre­pren­eur, and politi­cian known for his lar­ger-than-life per­son­al­ity and uncanny abil­ity to cap­ture the pub­lic’s ima­gin­a­tion. Born in 1810 in Bethel, Connecticut, Barnum rose to prom­in­ence in the enter­tain­ment world by found­ing the Barnum & Bailey Circus, dubbed “The Greatest Show on Earth.”

Barnum pion­eered the art of the press agentry mod­el, employ­ing sen­sa­tion­al­ism and pub­li­city stunts to gen­er­ate interest and draw crowds to his shows. His innov­at­ive mar­ket­ing tech­niques and relent­less pur­suit of the extraordin­ary laid the ground­work for many mod­ern pub­lic rela­tions strategies. 

“Phineas Taylor (P.T.) Barnum (1810−1891) was a savvy pub­li­city show­man, one who impacted par­tic­u­lar aspects of pub­lic rela­tions and advert­ising, primar­ily event plan­ning, event pro­mo­tion and true publicity/​media cov­er­age. Ahead of oth­ers in his time, he actu­ally under­stood the import­ance of media cov­er­age (he star­ted New York’s first illus­trated news­pa­per in 1853) and believed ‘there is no such thing as bad pub­li­city,’ a pop­u­lar phrase many times attrib­uted to Barnum him­self.”
Source: Big Communications ⁴⁹Foster, A. (2017, January 20). The End of a Publicity Era: How P.T Barnum Affected Marketing and PR. Big Communications. https://​big​com​.com/​2​0​1​7​/​0​1​/​p​t​-​b​a​r​n​u​m​-​m​a​r​k​e​t​i​n​g​-​a​n​d​-​p​u​b​l​i​c​-​r​e​l​a​t​i​o​ns/

Although some crit­ics have labelled Barnum as a pur­vey­or of hoaxes and decep­tion, his endur­ing leg­acy as a vis­ion­ary show­man and mas­ter of spec­tacle con­tin­ues to cap­tiv­ate audi­ences and inspire gen­er­a­tions of enter­tain­ers and entrepreneurs.

Learn more: P.T. Barnum: “There’s No Such Thing as Bad Publicity”

Walter Lippmann: Public Opinion and Perception Management

No one bases their atti­tudes and beha­viours on real­ity; we base them on our per­cep­tions of real­ity.

Walter Lippmann (1889 – 1974) pro­posed that our per­cep­tions of real­ity dif­fer from the actu­al real­ity. The real­ity is too vast and too com­plex for any­one to pro­cess. ⁵⁰Lippmann, Walter. 1960. Public Opinion (1922). New York: Macmillan.

The research on per­cep­tion man­age­ment is focused on how organ­isa­tions can cre­ate a desired reputation:

“The OPM [Organizational Perception Management] field focuses on the range of activ­it­ies that help organ­isa­tions estab­lish and/​or main­tain a desired repu­ta­tion (Staw et al., 1983). More spe­cific­ally, OPM research has primar­ily focused on two inter­re­lated factors: (1) the tim­ing and goals of per­cep­tion man­age­ment activ­it­ies and (2) spe­cif­ic per­cep­tion man­age­ment tac­tics (Elsbach, 2006).”
Source: Organization Development Journal ⁵¹Hargis, M. & Watt, John. (2010). Organizational per­cep­tion man­age­ment: A frame­work to over­come crisis events. Organization Development Journal. 28. 73 – 87. … Continue read­ing

Today, our per­cep­tions are heav­ily influ­enced by news media, influ­en­cers, algorithms, and social graphs. Therefore, per­cep­tion man­age­ment is more crit­ic­al than ever.

“We are all cap­tives of the pic­ture in our head — our belief that the world we have exper­i­enced is the world that really exists.”
— Walter Lippmann (1889 – 1974)

Learn more: Walter Lippmann: Public Opinion and Perception Management

PR Professionals in Popular Culture

Fictitious PR pro­fes­sion­als have made a few not­able appear­ances in pop­u­lar culture.

Here are a few unfor­get­table performances:

Learn more: 12 PR Movies Every Spin Doctor Should Watch

PR Must Adapt — Or Die

The biggest chal­lenge in mod­ern pub­lic rela­tions is the con­stantly chan­ging media land­scape. With the pro­lif­er­a­tion of social media, the rise of fake news, and the decline of tra­di­tion­al journ­al­ism, it can be dif­fi­cult for organ­isa­tions to con­trol the spread of inform­a­tion and pro­tect their reputations.

When Brian Solis and Deirdre Breakenridge pub­lished Putting the Public Back in Public Relations: How Social Media Is Reinventing the Aging Business of PR in 2009, it pro­posed how PR should embrace the digit­al-first media land­scape and elev­ate our pro­fes­sion to new heights. ⁵²Solis, B. & D. Breakenridge (2009, February 1). Putting the Public Back in Public Relations: How Social Media Is Reinventing the Aging Business of PR. Amazon​.com: Books. … Continue read­ing

As we choose our future as pub­lic rela­tions pro­fes­sion­als, we must real­ise that the inter­net and its algorithms are more power­ful than a few (barely sur­viv­ing) newspapers.

The era of tra­di­tion­al print media is over:

Digital-first is no longer a mat­ter of per­spect­ive — it’s a promise.

PR pro­fes­sion­als must be stra­tegic and pro­act­ive in their approach and able to adapt to new tech­no­lo­gies and plat­forms to com­mu­nic­ate effect­ively with their publics.

“The authors argue that earli­er paradigms are mostly inad­equate in address­ing the needs of a 21^st Century in which com­mu­nic­a­tion tech­no­logy is cre­at­ing rap­id glob­al­iz­a­tion while it is dan­ger­ously exacer­bat­ing the ten­sions of mul­ti­cul­tur­al­ism. Through a crit­ic­al dis­cus­sion of pri­or assump­tions and paradigms in pub­lic rela­tions schol­ar­ship, the authors under­line the need for pub­lic rela­tions to revital­ize and bring its body of know­ledge into the 21^st Century.”
Source: Public Relations Review ⁵³Valentini, C., Kruckeberg, D., & Starck, K. (2012). Public rela­tions and com­munity: A per­sist­ent cov­en­ant. Public Relations Review, 38(5), 873 – 879. https://​doi​.org/​1​0​.​1​0​1​6​/​j​.​p​u​b​r​e​v​.​2​0​1​2​.​0​6​.​001

The biggest chal­lenge in PR is ensur­ing that our pro­fes­sion keeps up with new com­mu­nic­a­tion tech­no­logy and stays valu­able and rel­ev­ant as a busi­ness function.

Learn more: PR Must Adapt (Or Die)

PR Resource: Public Relations 101