1. Ethics in Public Relations
Chapter 6
Public Relations:
A Values-Driven Approach
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2. What Are Ethics?
Ethics are beliefs about right and wrong that guide the way we think and act.

3. The Rewards of Ethical Behavior
There is satisfaction in doing right thing.
Ethical behavior can lead to personal success.
Ethical behavior may lead to an organization’s financial success.

4. The Golden Mean Famous work: “Nichomachean Ethics”
Recognizing that moral absolutes can be troublesome, Aristotle (Greek, 4th century B.C.) defined moral virtue as the point of ethical balance between two extremes.
Famous work: “Nichomachean Ethics”

5. The Golden Mean Requires that you: Define the extremes reasonably.
Know yourself. If you tend to lean toward one extreme, you should be prepared to compensate.

6. The Power of Character
Aristotle urged development of a virtuous character to ensure habitual right action, so his type of ethics is sometimes known as “virtue ethics.” He felt that one cannot influence the actions of others if his/her character is seen as flawed.

7. The Categorical Imperative
Immanuel Kant (German, ) said people should make ethical decisions as if their chosen action would establish a universal law -- a clear principle that would apply to everyone.
Famous work: “Fundamental Principles of the Metaphysic of Morals”

8. The Categorical Imperative
A possible problem:
What do you do when there is conflict between two actions?

9. Treating people as “ends”
Kant also believed that we should treat people as “ends,” rather than as “means
to an end.” In other words, we should avoid “using” people.

10. Utilitarianism Jeremy Bentham (English, 1748-1832)
and John Stuart Mill (English, ) developed the philosophy that all actions should be directed at producing the greatest good for the greatest number of people.
Famous work: “Utilitarianism,” Mill (1861)

11. Utilitarianism Possible problems:
How do you determine in advance what will produce the greatest good for the greatest number?
How do you weigh harm to one group against benefit to another?

12. Social Justice
John Rawls (American, ) urged decision makers to put on a “veil of ignorance” by looking at the situation from all points of view. To correct injustices, Rawls felt that most advantages should be given to those who are most disadvantaged.
Famous work: “A Theory of Justice” (1971)

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

14. 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.

15. 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.

16. The Case against Selective Truth
It weakens practitioners’ most powerful weapon: their credibility.
It runs contrary to the mission of building mutually beneficial relationships.
It may violate the ethical codes of PRSA and IABC.

17. The Solution
By fulfilling their managerial role, practitioners can advocate fair polices with clear consciences.
The “objectivity versus advocacy” debate is misleading.
Building relationships can require both approaches.

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

19. 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.

20. Codes of Ethics Societal codes Professional codes Organizational codes
Personal codes

21. + and – of codes of ethics
Help practitioners learn what to do. Esp. important for rookies!
Remind practitioners the world is watching.
Tells the public what PR practitioners stand for.
May short-circuit reflective thinking about a dilemma.
Sometimes are poorly written: too broad or too specific.
Often are not enforceable.

22. 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?

23. 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?

24. The Potter Box

25. Define the Situation
Definition Box

26. State the Different Values
Definition Box
Values Box

27. State Your Principles
Definition Box
Values Box
Principles Box

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

29. A dilemma
You are assistant public relations director for Vision, a local non-profit that pairs disadvantaged teens with volunteer adult career mentors. You are love the job, because you enjoy contact with friends who work in the news media. You are particularly close to Rebecca, who is having a rough time as a reporter for the local newspaper. Her supervisors believe she is not breaking enough stories on her own and they have hinted that she may be put on probation if her work does not improve.

30. A dilemma
You learn that one of Vision’s volunteer adult career mentors has been accused of sexually assaulting one of Vision’s clients. The mentor was arrested after the client’s mother filed a complaint. Your director has decided to say nothing to the media, hoping reporters will not make the connection between the mentor and Vision. She fears a news story would reduce donations to the organization and the number of people who volunteer to be mentors.

31. A dilemma
You know that if you call Rebecca and tell her what happened she will be able to write a story that will get her supervisors off her back. If you share this news, you will only be telling the media what they probably will find out eventually. But you are assuring that a reporter you trust, who is friendly to Vision and needs a “scoop,” will get the story first. Use the Potter Box to help you determine what to do