PUBLIC RELATIONS AND PUBLIC DIPLOMACY IN A GLOBALISING WORLD

1. PUBLIC RELATIONS AND PUBLIC DIPLOMACY IN A GLOBALISING WORLD Roger Hayes 2009

2. DEFINITIONS PUBLIC DIPLOMACY “It encompasses dimensions of international relations beyond traditional diplomacy; the cultivation by governments of public opinion in other countries” (The Fletcher School, Law and Diplomacy, Tufts University, 1960’s) “Public diplomacy may wear striped trousers but it is still propaganda” (Wes Pederson, 2006)

3. DEFINITIONS PUBLIC RELATIONS “The management function that establishes and maintains mutually beneficial relationships between an organisation and its publics on whom success or failure depends” (Cutlip et al, 1994) “Flannel soaked in gin” (Anonymous)

4. THE RESEARCH QUESTION “What are the similarities and differences between public relations and public diplomacy (with a view to the development of a model of public relations incorporating the best of both) so that with globalisation as a catalyst, it can improve its strategic relevance and credibility?”

5. HISTORY OF CONVERGENCE LITERATURE Signitzer and Coombs (1992) compared Peisert (1978) Four models of public diplomacy with JE Grunig and Hunt (1984) Four models of public relations on a scale from propaganda to information to persuasion to dialogue = Creating convergence of both research traditions

6. HISTORY OF CONVERGENCE L’Etang (1996) – functional convergence Representation Advocacy Dialogue Collaboration Advisory Counselling “Qualitative difference between a spin doctor and a corporate diplomat” (L’Etang, 1996)

7. HISTORY OF CONVERGENCE Seong-Hun Yun, PR Excellence study (2006) tested original models with a survey of 113 Washington DC embassies largely descriptive, but attempting to move beyond communication effects to behaviour and management. Results were consistent. Comparison based on: DIRECTION PURPOSE CHANNELS ETHICS

8. HISTORY OF CONVERGENCE Nancy Snow (2008) “Rethinking Public Diplomacy” Mixing “hard power” with “soft diplomacy” based on culture, value, and ideology = smart power Transitioning US, foreign and information strategy from propaganda and persuasion to two-way communication, cultural exchange programs, listening and shared values

9. GLOBALISATION CONTEXT “The world is flat” (Tom Friedman, 2006) “An X-ray environment combining intensifying market competition, evolving values and global technology” (John Elkington, 1997)

10. GLOBALISATION CONTEXT • Interdependence / integration • Sustainability / triple bottom line • Public opinion / Demanding participation • Rise of non state actors / e.g. NGOs/stakeholder empowerment • Power shift from governments to global ‘ecosystem’ of networks • TV / Internet / Mobile phones produce a global public space / ubiquitous and user friendly • “Transparency” and “trust” enter the lexicon • Competition and collaboration “frenemy” • Speed and quantity of information “24/7” • Rise of multiculturalism

11. RESEARCH RATIONALE “The prevailing worldview sees public relations as persuasive and manipulative. A replacement is proposed, a symmetrical view that sees the purpose as managing conflict and promoting understanding” (James Grunig, 2001) “(Public Diplomacy) is not public relations. It is not “flakking” for a government agency” (Joe Duffy, US Information Agency, 1995) “Theory and practice have parted ways on both sides, making it imperative to explore many paradigms” (G. Broom, 2006)

12. RESEARCH DESIGN Three focus groups as pilot London / Zurich / New York Sample global corporate communications officers, PR agency heads, and diplomats (24) June – September 2008 Hosted by Echo research Gold paper IPRA presented in Beijing 2008 World Congress

13. IN DEPTH SEMI-STRUCTURED INTERVIEWS Main / research / additional Diplomats International relations experts Global PR agency heads CCOs (Global / Regional) In London, USA, South Africa, Africa, Singapore and Malaysia 35 – 40 (depending on saturation) December – May 2009

14. GROUNDED THEORY APPROACH Corbin and Strauss, 1967 Kathy Charmaz, 2006 i.e. theory derives from the data Data gathering and analysis undertaken together

15. BUSINESS / CORPORATE DIPLOMACY “It’s thinking ahead (…) involves skilful analysis of the context (…) combined with astute networking and relationship building” (Margery Kraus, 2007) • Global companies leverage economic development • Some global companies larger than some nations • Diplomatic cadre of talent required inside corporations where goals of corporation, governments and civil society converge

16. BUSINESS / CORPORATE DIPLOMACY • Global strategies – local cultural sensitivities (China / Middle East). What happens locally now reverberates globally • Soft issues now hard • Alignment of business and society • Business success brings increased responsibility for global challenges • Transparency means high risks to reputation

17. COLLABORATING PARTNERSHIPS IN EMERGING COUNTRIES • Merck / Gates foundations / HIV-AIDS • Pfizer / ILBF/ Solution to obesity and chronic disease • Coca Cola / WWF / Water • Unilever / Oxfam / Economic impact studies • Microsoft / NGO partnership / Software skills for health and education • ExxonMobil foundation / Educating women and girls initiative (IPRA gold paper 2008)

18. IPRA GOLD PAPER FOCUS GROUPS (Courtesy of Echo) COLLABORATIVE DIPLOMACY • Need to clearly articulate essence of the “brand” • Align communications with strategy • Internal communications and culture key • Balancing conflicting and competing demands to reach consensus / build coalitions • Listen as well as influence / engagement • Corporate responsibility a core differentiation and licence to operate • Global outlook / intercultural skills • Managing stakeholder expectations and building relationships • Sensitivity to other points of view • Inquisitive / interpreter / insightful • Acting as a diplomat forgiving, encouraging, conciliatory, driving change

19. COLLABORATIVE PARTNERSHIPS UK F.C.O. project (2008) • To assess the relationship between governments, business and NGOs • To share best practice on partnership and collaboration • To identify skills, techniques and tools required • To provide guidance and advice to missions to enhance effectiveness with multiple stakeholders

20. PUBLIC RELATIONS AND PUBLIC DIPLOMACY IN A GLOBALISING WORLD Roger Hayes 2009