1. Ethics in Public Relations
Chapter 6
Public Relations:
A Values-Driven Approach
This multimedia product and its contents are protected under copyright law. The following are prohibited by law:
• any public performance or display, including transmission of any image over a network;
• preparation of any derivative work, including the extraction, in whole or in part, of any
images;
• any rental, lease, or lending of the program.
Copyright © Allyn & Bacon 2003 1

2. What Are Ethics?
Ethics are beliefs about right and wrong that guide the way we think and act.
Ethics aren’t something we have; they’re something we do. 2

3. Codes of Ethics International codes Societal codes Professional codes
Organizational codes
Personal codes 3

4. The Golden Mean
Recognizing that moral absolutes can be troublesome, Aristotle and Confucius separately defined this as the point of ethical balance between two extremes. 4

5. The Categorical Imperative
Immanuel Kant said people should make ethical decisions as if their chosen action would establish a universal law—a clear principle that would apply to everyone. 5

6. Utilitarianism
Jeremy Bentham and John Stuart Mill developed the philosophy that all actions should be directed at producing the greatest good for the greatest number of people. 6

7. Social Justice
John Rawls urged decision makers to put on a “veil of ignorance” by looking at the situation from all points of view.
In order to correct injustices, Rawls felt that most advantages should be given to those who are most disadvantaged. 7

8. Objectivity versus Advocacy
Are public relations practitioners ethically obligated to communicate the full truth or only the information that benefits their client or organization? 8

9. The Case for Selective Truth
Total objectivity is not always practical.
Alternate views will emerge.
Practitioners are not obliged to provide alternate views.
In an adversarial society, truth is not as important as the obligation to the client. 9

10. The Case against Selective Truth
It undermines the practitioner’s ability to counsel on ethical matters.
It undermines relationships with internal audiences.
It runs counter to the preferred two-way symmetrical concept of public relations. 10

11. The Case against Selective Truth
It runs contrary to the mission of building mutually beneficial relationships.
It may violate the ethics codes of PRSA and IABC. 11

12. The Solution
By fulfilling their managerial role, practitioners can advocate fair polices with clear consciences.
The “objectivity versus advocacy” debate involves a misleading either/or question.
Building relationships can require both approaches—and more. 12

13. Challenges to Ethical Behavior
Dilemmas
Overwork
Legal/ethical confusion
Cross-cultural ethics
Short-term thinking
Virtual organizations 13

14. The Rewards of Ethical Behavior
There is satisfaction in doing the right thing.
Successful leadership is based on strong ethics.
Ethical behavior may lead to an organization’s financial success.
Bad ethics can lead to financial disaster. 14

15. Achieving Ethical Behavior
Ensure that ethical behavior starts with top management.
Conduct periodic ethics audits.
Integrate an awareness of values and ethics into the public relations process.
Use a system for analyzing ethical challenges. 15

16. Ethics Audit Questions
What is our organization’s ethics code?
How do we communicate that code to ourselves and to others ?
What do key publics know about our code? 16

17. Ethics Audit Questions
What are our ethics successes? Why?
What are our ethics failures? Why?
How can we bolster our strengths and reduce our weaknesses? 17

18. The Potter Box 18

19. Define the Situation
Definition Box 19

20. State the Different Values
Definition Box
Values Box 20

21. State Your Principles
Definition Box
Values Box
Principles Box 21

22. State Your Loyalties Definition Box Loyalties Box Values Box
Principles Box 22