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2.  Influencing the course of conflicts to the benefit of the organization and, when possible, to the benefit of the organization’s many constituents.

3.  This approach to public relations is more assertive than most definitions, which place an emphasis on building mutually beneficial relationships between an organizations and its publics.  The management of competition and conflict offers relationship building but also more “muscular” public relations designed to enable organizations to compete for limited resources (customers, volunteers, donors, grants, etc.) and engage in healthy, honest conflict with others who hold different views.

4. Resources Organization Competition is inevitable. Occurs when two or more organizations vie for the same resources. Conflict occurs when two or more organizations direct their efforts against each other, devising communication and actions that attack.

5.  Monitor for threats  Assess the threats  Arrive at a stance for the organization toward each public involved in the conflict  Begin communication efforts from that stance

6.  Organizational—Do you have the knowledge, time, finances and management commitment to combat the threat?  Situational—How do you assess the severity of the threat to the organization? What effort is required from you?

7.  When the mayor of Bogota, New Jersey accused McDonald’s of racism because it posted a billboard in Spanish to advertise its new iced coffee, the public relations firms representing McDonald’s had to assess the threat to the company’s reputation and how the media and the public (particularly the Hispanic public) would react. They determined a response was needed, but a localized response. They prepared store managers in the tri-state area to handle media inquiries and sent backgrounders to editors and reporters about its long history of multicultural programs, including annual scholarship grants to Hispanic students.  Result: McDonald’s received generally positive coverage. The issue was short-lived and didn’t become a national controversy. Sales of iced coffee increased 22 percent.

8. 1. Many factors determine the stance of an organization when it comes to dealing with conflict and perceived threats against the organization. 2. The public relations stance for dealing with a particular audience or public is dynamic; it changes as events unfold.

9.  External threats  Industry-specific environment  General political/social environment  External public’s characteristics  The issue under consideration  General corporate/organizational characteristics  Top management characteristics  Internal threats  Personality characteristics of internal, involved persons  Relationships characteristics

10.  The expertise and experience of the public relations professional  The values and attitudes of top management

11. Reputation Management Image Restoration Crisis Communication Litigation PR Conflict Resolution Risk Communication Conflict Positioning Crisis Management Environmental scanning Issues Tracking Issues Management Crisis Planning ProactiveStrategic ReactiveRecovery

12.  Includes activities and processes designed to prevent a conflict from arising or getting out of hand ◦ Environment Scanning—Constant reading, listening and watching of current affairs with an eye to the organization’s interests ◦ Issues Tracking—More and systematic processes, such as daily collection of news stories about the issue or organization ◦ Issues Management—Making strategic plans or behavioral changes to address an emerging issue ◦ Crisis Planning—Preparing for the worst and/or “stealing thunder,” disclosing the crisis before it’s discovered by the media. Studies show stealing thunder enhances the credibility of the organization.

13.  An issue that has become an emerging conflict is identified as needing concerted action by the public relations professional. ◦ Risk Communication—Dangers or threats to people or organizations are conveyed to forestall personal injury, health problems and environmental damage. ◦ Conflict-Positioning—Enables the organization to position itself favorably in anticipation of actions such as litigation, boycotts, adverse legislation, etc. ◦ Crisis Management—A specific crisis management plan is developed

14.  The issue or imminent conflict reaches a critical level of impact on the organization. ◦ Crisis Communication—Includes the implementation of the crisis management plan as well as the hectic 24/7 efforts to meet the needs of publics affected by the crisis ◦ Crisis Resolution—Techniques used to bring a heated conflict to a favorable conclusion ◦ Litigation Public Relations—Communication strategies and publicity efforts in support when the conflict ends up in court

15.  In the aftermath of a crisis or high-profile conflict, the organization should employ strategies to either bolster or repair its reputation in the eyes of key publics. ◦ Reputation Management—Includes systematic research to learn the state of the organization’s reputation and then take steps to improve it. ◦ Image Restoration Strategies—Can help, provided they include genuine change by the organization.

16.  Issues management is a proactive and systematic approach to predict problems, anticipate threats, minimize surprises, resolve issues and prevent crises.  The five stages of issues management include: 1.Issue identification 2.Issue analysis 3.Strategy options 4.Action plan 5.Evaluation

17.  Risk communication can minimize adverse effects on publics, but it also reduces risk of lawsuits, of damaged morale in the organization, and of diminished reputation to the organization itself.  Variables Affecting Risk Perception ◦ Risks voluntarily taken tend to be accepted. ◦ The more complex a situation, the higher the perception of risk. ◦ If the public understands a problem and its factors, it perceives less risk. ◦ Perception of risk increases when the messages of experts conflict. ◦ The severity of consequences affects risk perceptions.

18.  Begin early and initiate a dialogue with publics that might be affected.  Actively solicit and identify people’s concerns.  Recognize the public as a legitimate partner in the process.  Address issues of concern, even if they do not directly pertain to the project.  Anticipate and prepare for hostility.  Understand the needs of the news media.  Always be honest, even when it hurts. —Suzanne Zoda

19.  A crisis is a major occurrence with a potentially negative outcome affecting the organization, company, or industry, as well as its publics, products, services, or good name. Kathleen Fearn-Banks in Crisis Communications: A Casebook Approach

20.  A quick response is an active response because it tries to fill the vacuum with facts. A slow response allows others to fill the vacuum with speculation and misinformation. But others could be ill-informed or could use the opportunity to attack the organization. Timothy Coombs, author or Ongoing Crisis Communications: Planning, Managing and Responding

21.  89 percent of chief executive officers of Fortune 500 companies reported that a business crisis was almost inevitable.  50 percent admitted that they did not have a crisis management plan. Study by Steven Fink

22.  Attack the accuser-Confront the attacker and claim its logic and facts are wrong. Threaten a lawsuit.  Denial—The organization says there is no crisis.  Excuse—The organization minimizes its responsibility for the crisis (natural disasters or product tampering).  Justification—Crisis is minimized with a statement that no serious damage or injuries resulted. Sometimes the blame is shifted to victims.

23.  Ingratiation—Actions are taken to appease the publics involved.  Corrective Action—Steps are taken to repair the damage from the crisis and to prevent it from happening again.  Full Apology—The organization takes responsibility and asks forgiveness. Some compensation of money or aid is often included.

24.  According to Coombs, the accommodative strategies (ingratiation, corrective action, full apology) not only meet immediate crisis communication demands, but can help subsequently in repairing the organization’s reputation.  Defensive strategies (denial, excuse, justification) logically become less effective as organizations are viewed as more responsible for the crisis.

25. Wilcox, D., Cameron, G., Reber, B. (2016). Public Relations: Strategies and Tactics. New York: Pearson Education, Inc.