Framing in PR: How To Bypass Confirmation Bias

Framing in PR is a learn­able lan­guage skill.

Stakeholders and pub­lics will likely per­ceive cor­por­ate mes­saging based on their pre-exist­ing con­firm­a­tion biases.

Therefore, organ­isa­tions must seize every oppor­tun­ity to frame their stor­ies with lan­guage that amp­li­fies their Core Message.

Here we go:

Persuasion Through Framing

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Persuasion Approach: Framing

Framing is a use­ful approach to persuasion:

Framing (in per­sua­sion) = the rhet­or­ic­al use of dynam­ic lan­guage to emphas­ise the stra­tegic PR object­ive with­in the con­fines of a spe­cif­ic com­mu­nic­a­tion activity.

In oth­er words, there are 1,000 ways to say any­thing. In PR, it’s wise to choose words that pro­mote your cause.

• In a demo­cracy, com­pet­ing interests will put for­ward the truths that best serve their pur­poses. If you care about your interests, you should spin for the win, too.

To per­suade (and mit­ig­ate con­firm­a­tion bias), PR pro­fes­sion­als can adopt an approach using the sev­en mod­els of fram­ing iden­ti­fied by Hallahan (1999):

“This paper iden­ti­fies 7 dis­tinct types of fram­ing in pub­lic rela­tions, which can be used to stra­tegic­ally cre­ate mes­sages and audi­ence responses.”
Source: Journal of Public Relations Research ¹Hallahan, 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

Each of these fram­ing strategies can be used to tac­tic­ally nav­ig­ate and coun­ter­act con­firm­a­tion bias, lead­ing audi­ences to recon­sider their pre-estab­lished beliefs and perceptions.

• Framing of situ­ations. Present a busi­ness situ­ation in a new light to chal­lenge exist­ing biases. For example, fram­ing a busi­ness set­back as an oppor­tun­ity for innovation.
• Framing of attrib­utes. Highlight dif­fer­ent product or ser­vice attrib­utes that may not have been pre­vi­ously con­sidered to alter pub­lic perception.
• Framing of choices. Offer choices that lead the audi­ence to recon­sider their pre­con­ceived notions, such as present­ing an envir­on­ment­ally friendly, eth­ic­al, and cost-effect­ive option.
• Framing of actions. Frame the organisation’s actions in a con­text that con­trasts with the audience’s expect­a­tions, like show­cas­ing a corporation’s char­it­able efforts in a way that coun­ters a ste­reo­type of cor­por­ate greed.
• Framing of issues. Re-frame pub­lic issues to align with organ­isa­tion­al goals, subtly shift­ing the audience’s focus and preconceptions.
• Framing of respons­ib­il­ity. Shifting the nar­rat­ive about who or what is respons­ible for a par­tic­u­lar situ­ation can change the audience’s beliefs about caus­al­ity or fault.
• Framing of news. Leverage media fram­ing to present stor­ies in a light that chal­lenges exist­ing biases, for instance, by focus­ing on under­re­por­ted aspects of a story.

Learn more: Framing in PR: How To Bypass Confirmation Bias

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Dynamic Language in Leadership Communication

Framing in lead­er­ship com­mu­nic­a­tion is cru­cial because it allows lead­ers to effect­ively con­nect with and influ­ence their diverse audi­ences in vari­ous contexts. 

By using dynam­ic lan­guage with meta­phors, jar­gon, con­trasts, spin, and storytelling, lead­ers can tail­or their mes­sages to res­on­ate with dif­fer­ent groups, wheth­er employ­ees, stake­hold­ers, or publics. 

“Effective lead­er­ship is achieved through effect­ive fram­ing, which involves using meta­phors, jar­gon, con­trasts, spin, and stor­ies to com­mu­nic­ate effect­ively and estab­lish cred­ib­il­ity.”
Source: American Journal of Health-System Pharmacy ²Fairhurst, G., & Sarr, R. (1996). The Art of Framing: Managing the Language of Leadership. American Journal of Health-System Pharmacy, 53, … Continue read­ing

Metaphors and stor­ies help sim­pli­fy com­plex ideas and make them relat­able while using spe­cif­ic jar­gon can estab­lish cred­ib­il­ity with­in a par­tic­u­lar field. Contrasts and spin aid in high­light­ing key points and shap­ing perspectives. 

This dynam­ic approach to fram­ing not only ensures clar­ity and under­stand­ing but also builds trust and cred­ib­il­ity. It allows lead­ers to nav­ig­ate dif­fer­ent cul­tur­al, social, and pro­fes­sion­al land­scapes, ensur­ing their mes­sage is not just heard but is influ­en­tial, per­suas­ive, and motivating. 

“Leaders’ fram­ing abil­it­ies are influ­enced by their social con­struc­tion­ism, mes­sage design logics, and wheth­er they are a teach­able skill.”
Source: Leadership ³Fairhurst, G. (2005). Re-fram­ing The Art of Framing: Problems and Prospects for Leadership. Leadership, 1, 165 – 185. https://​doi​.org/​1​0​.​1​1​7​7​/​1​7​4​2​7​1​5​0​0​5​0​5​1​857

Using dynam­ic lan­guage in lead­er­ship com­mu­nic­a­tion is about con­vey­ing inform­a­tion and mes­sages that inspire, engage, and drive mean­ing­ful action.

PR Resource: Persuasion

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Doctor Spin’s PR School: Free Persuasion PR Course

Use this free Persuasion PR Course to elev­ate your pub­lic rela­tions game with power­ful insights. Drive impact and influ­ence like nev­er before.

• Persuasion Definition, Meaning, and Ethics
• Persuasion Techniques
• The Golden Rule of Persuasion
• Priming in PR: The Subtle Art of Pre-Suasion
• Framing in PR: How To Bypass Confirmation Bias
• Ethos, Pathos, and Logos in Public Relations
• The Priming Wheel: 12 Steps to Yes
• Pre-Suasion: Robert Cialdini on Priming (to be published)
• The Value Triangle: How To Manage Client Expectations
• The Power of Artificial Scarcity

“Since we can­not change real­ity, let us change the eyes which see real­ity.”
— Nikos Kazantzakis

Learn more: All Free PR Courses

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PR Resource: Communicative Leadership

“The single biggest prob­lem in com­mu­nic­a­tion is the illu­sion that it has taken place.”
— George Bernard Shaw

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The Checklist for Communicative Leadership

How can you ensure your lead­er­ship is express­ive and pre­cise in prac­tic­al situations? 

As a rule of thumb:

• It’s gen­er­ally bet­ter to “over-com­mu­nic­ate” (tol­er­able added effort) than “under-com­mu­nic­ate” (sub­stan­tial added risk).

Make sure to pass these com­mu­nic­at­ive lead­er­ship checks:

• This is what we are doing.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is why we are doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is who will be doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is how we are doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is when we are doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is where we are doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?
• This is for whom we are doing it.
  Is the explan­a­tion clear? Do you have ques­tions? Can you repeat the inform­a­tion back to me?

Being a great lead­er can be a daunt­ing task. However, with effort (and atten­tion to detail), all lead­ers can prac­tice express­ive and pre­cise communication.

“Expressive and pre­cise com­mu­nic­a­tion styles have a stronger link to lead­er out­comes than per­son­al­ity traits extra­ver­sion and con­scien­tious­ness.”
Source: Human Performance ⁴Bakker-Pieper, A., & Vries, R. (2013). The Incremental Validity of Communication Styles Over Personality Traits for Leader Outcomes. Human Performance, 26, 1 – … Continue read­ing

Learn more: The Checklist for Communicative Leadership

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