Norsk Hotellhøyskole
Communication Models
PR Management
PR Strategy
20.02.2001
Peggy Simcic Brønn
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Basic Communications Model
Source
Message
Medium
Receiver
Feedback
Peggy Simcic Brønn
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Communications
Fundamentals
Communicator
 Message
 Audience
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» Networks
– Internal and external
– Formal and informal
– Upward/downward & horizontal
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Effective Communications
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Designed for:
» Situation, time, place and audience
Specific messages
 Specific audiences
 Specific results
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Diffusion Process
Awareness - learns about
product/service
 Interest - gets more information
 Evaluation - tries it out mentally
 Trials - uses or tries a little
 Adoption - uses it and continues to use
it
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Peggy Simcic Brønn
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Objectives
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Impact
– informational
– attitudinal
– behavioral
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Output
– distribution to uncontrolled media
– distribution to controlled media
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7 C’s of Communication
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Credibility
Context
Content
Clarity
Peggy Simcic Brønn
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Continuity and
consistency
Channels
Capability of
audience
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Four Models of Public
Relations
Press Agent/Publicity Model
 Public-Information Model
 Two-Way Asymmetric Model
 Two-Way Symmetric Model
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Press Agentry/Publicity Model
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Purpose:
Propaganda
Communications: 1-Way, Complete
Truth NOT Important
Model:
Source
Receiver
Research:
Little
Example:
Used Today:
Athletic events,
Theatre, Product Promotion
Percent:
15%
Peggy Simcic Brønn
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Public Information Model
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Purpose:
Spread Information
Communications: 1-Way, Complete
Truth IS Important
Model:
Source
Receiver
Research:
Little
Example:
Used Today:
Governments, Business
and Non-Profits
Percent:
50%
Peggy Simcic Brønn
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Two-Way Asymmetric Model
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Purpose:
Scientific Persuasion
Communications: 2-Way, Unbalanced Effects
Model: Source
Receiver Feedback
Research: Formative; Evaluate Attitudes
Example:
Used Today: Competitive Businesses,
Agencies
Percent:
20%
Peggy Simcic Brønn
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Two-Way Symmetric Model
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Purpose:
Mutual Understanding
Communications: 2-Way, Balanced Efforts
Model: Group
Group
Feedback
Research:
Formative: Evaluate
Understanding
Example:
Used Today:
Regulated Businesses, PR
Agencies, Associations
Percent:
20%
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Coorientational Model
Issue
Organization’s
Definition and
Evaluation of Issue
Congruency
Organization’s
Perception of
Public A’s Views
Peggy Simcic Brønn
Agreement
Understanding
Accuracy
Public A’s
Definition and
Evaluation of Issue
Congruency
Public A’s
Perception of
Organization’s Views
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PR Roles
 Communication
technician
 Communications manager
- Expert prescriber
- Communication facilitator
- Problem-solving process
facilitator
 Media
Relations
 Communications Liaison
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Organizational Environments
and Roles
Low Threat
Little
Change
Much
Change
Peggy Simcic Brønn
High Threat
Communication Problem-Solving
Process
Technician
Facilitator
Communication
Facilitator
Expert
Prescriber
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Craft Public Relations (Technicians)
Propaganda
Journalism
Press Agentry Model
Public Information Model
Professional Public Relations
Asymmetrical
2-Way Asymmetrical Model
Symmetrical
2-Way Symmetrical Model
How Roles Contribute to PR Department
and Organizational Goals

Closed Systems Management Approach
» Press Agentry/Publicity
» Public Information Models
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Open Systems Management Approach
» Two-Way Asymmetric
» Two-Way Symmetric Models
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Key Concepts in Strategic
Process
Strategic thinking
 Strategic planning
 Goals
 Objectives
 Strategy
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Key Elements of Strategic
Processes

Environmental Scanning
» Concrete system yielding reports in understood
language
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Stakeholder Management
» Concrete method for identifying stakeholders
» Team mapping of assumptions
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Issues Management
» Existence of policy plan with philosophy, goals,
tactics to support strategic plan
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Strategic Planning in PR
Defining the problem
 Planning and programming
 Taking action and communicating
 Evaluating the program
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A Public Relations Process:
ROPE
Research - clients, problem, publics
 Objectives - impact, output
 Programming - theme, action, media,
communication
 Evaluation - impact, output
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Research
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Client - organization, products, services
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Problem - why; proactive vs reactive
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Publics/audience - identification,
targeting
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Publics - Stakeholders
Primary - relate to on an active and
continuous basis
 Secondary - relate to on a fairly
continuous basis
 Tertiary - occasional contact
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Major Publics
Media
 Employee
 Member
 Community
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Peggy Simcic Brønn
Government
 Investor
 Consumer
 Special
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Objectives
 Impact
–informational
–attitudinal
–behavioral
 Output
–distribution to uncontrolled media
–distribution to controlled media
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Programming
Statement of theme and/or messages to
be communicated
 Action or event around theme or
messages
 Plan media use - controlled,
uncontrolled
 Effectively communicating program
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Effective Communication
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source credibility
message: salient
information
message: effective
nonverbal clues
message: effective
verbal clues
channel and
feedback: 2-way
communication
Peggy Simcic Brønn
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receivers: opinion
leaders
receivers: group
influence
receivers: selective
exposure
feedback: audience
participation
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Evaluation
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Monitoring and assessment of:
– impact objectives
– output objectives
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4-Step PR Process (Cutlip, et al.)
 Define
PR Opportunites or
Problem
 Planning & Programming
 Taking Action & Communicating
 Evaluating the Program
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1. Defining Opportunities/Problems
-- What’s Happening Now?
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The Problem or
Opportunity
» Background
» Causes
» Precedents
» Allies
» Opponents
» Neutrals
» Program goals
Peggy Simcic Brønn
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Situation Analysis
» Internal Factors
» External Factors
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2. Planning & Programming -- What
should we do and say, and why?
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Strategic Analysis
» Objectives
» Alternatives
» Risk-benefits
» Consequences
» Decision
» Tactics
Peggy Simcic Brønn
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Significant
Publics
(Stakeholders)
» Public #1
» Public #2
» Public #3
» Public #4
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2. Planning & Programming
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Program
objectives for
each public
» Vehicles, media
» Talent
Peggy Simcic Brønn
Costs
 Approvals
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» Commitment
» Support
» Participation
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3. Taking Action and Communicating -How and when do we do and say it?
Action Program Strategies
 Communication Program Strategies
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» Message -- content, timing, repetition,
follow-up
» Media -- behavioral changes
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Program Implementation Plans
» Assignment of responsibilities
» Schedule
» Budget
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4. Evaluating the Program -- How
did we do?
Results -- yardsticks
 Conclusions

» Revision
» Renewal
» Termination
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Peggy Simcic Brønn
Feedback
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