BUS 402

PUBLIC RELATIONS
LECTURE

MANAGEMENT PROCESS
STEP ONE:
DEFINING PUBLIC RELATIONS PROBLEMS

CHAPTER 11
SELECTED MATERIALS

Lecturer
Dr. Amal Aly, Ph .D
 LEARNING OUTCOMES

Learning Outcomes
After studying Chapter 11, you should be able to:
1. Outline the four-step problem-solving process as it applies
to public relations.
2. Define research, identify its major purpose as reducing
uncertainty in decision making, and discuss why it is
essential in public relations program management.
 LEARNING OUTCOMES

Learning Outcomes
3. Diagram and explain the “benchmarks model” of using
research to plan, manage, and evaluate public relations
programs.
4. Describe the attributes of a useful problem statement.
5. Differentiate between informal (“exploratory”) and formal
methods of research, giving examples of both.
 MANAGEMENT PROCESS

• In its most advanced form, public relations is a scientifically

managed part of an organization’s problem-solving and change
processes.
• Practitioners of this type of public relations use theory and the
best available evidence in a four-step problem-solving process:
1. Defining the problem (or opportunity).
2. Planning and programming.
3.Taking action and communicating.
4. Evaluating the program.
 MANAGEMENT PROCESS

• Defining the problem (or opportunity).

• This first step is determining “What’s happening now?” that created the
perception that something is wrong or could be improved.
• It involves probing and monitoring knowledge, opinions, attitudes, and
behaviors of those internal and external publics concerned with and
affected by the acts and policies of an organization.
• In essence, this is an organization’s intelligence function. It provides the
foundation for all the other steps in the problem-solving process.
 MANAGEMENT PROCESS

• Planning and programming.

• . Information gathered in the first step is used to make strategic decisions
about program goals, target publics, objectives, action and communication.
This involves factoring the findings from the first step into the policies and
programs of the organization. This second step in the process answers,
“Based on what we have learned about the situation, what should we
change or do in order to solve the problem or seize the opportunity?”
 MANAGEMENT PROCESS

• Taking action and communicating.

• The third step involves implementing the program of action and communication
tactics designed to achieve the specific objectives for each of the publics to
accomplish the program goal(s). The questions in this step are, “What should we
do and say, who should do and say it, when and in what sequence, where, and
how?”
 MANAGEMENT PROCESS

• Evaluating the program.

• The final step in the process involves assessing the preparation,
implementation, and impact of the program. Adjustments are made while
the program is being implemented based on evaluation feedback on how it
is or is not working. Programs are continued, modified, or stopped after
learning, “How are we doing, or how did we do?” This step sums up the
results of the evaluation and provides the basis for the next phase.
 MANAGEMENT PROCESS

• Evaluating the program.

• The final step in the process involves assessing the preparation,
implementation, and impact of the program. Adjustments are made while
the program is being implemented based on evaluation feedback on how it
is or is not working. Programs are continued, modified, or stopped after
learning, “How are we doing, or how did we do?” This step sums up the
results of the evaluation and provides the basis for the next phase.
 MANAGEMENT PROCESS

• Each step is as important as the others, but the process begins with
gathering intelligence to diagnose the problem. Information and
understanding developed in the first step motivate and guide subsequent
steps in the process.
 STRATEGIC THINKING

• • …involves predicting or establishing a desired

future goal state, determining what forces will help
and hinder movement toward the goal, and
formulating a plan for achieving the desired state.
 STRATEGIC PLANNING

• …in public relations involves making decisions about

program goals, identifying key publics, setting objectives,
establishing policies or rules to guide selection of
strategies, and determining strategies.
• Problem definition
• Problem definition begins with someone making a value judgment that
something is either wrong, soon could be wrong, or could be better.
• organizational vision and mission statements, as well as goals, provide
the criteria for making such judgments.
• Goal states serve as the basis for deciding if and when a real or potential
problem exists.
• Once a judgment is made, however, the process becomes an objective,
systematic research task designed to describe in detail the dimensions of
the problem, the factors contributing to or alleviating the problem, and
the stakeholders involved in or affected by the situation.
• In short, research is used to determine “What’s happening now?”
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Four-Step Process • 1. The Problem, Concern

• STEP ONE:
or Opportunity “What is
• Defining the Problem
happening now? ”
• (Chapter 11)
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

A useful problem statement summarizes what is known about
the problem situation:
1. Describes the current situation—“What’s happening now”—in
present tense.
. It is written in the present tense, describing the current
situation. Avoid words such as “will,” “could,” and “should,”
because they address some desired future state, not “what’s
happening
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

A useful problem statement summarizes what is known about the problem situation:
2. Describes situation in specific and measurable terms
detailing most of or all of the following:
. What is the source of concern?
• Where is this a problem?
• When is it a problem?
• Who is involved or affected?
• How are they involved or affected?
• Why is this a concern to the organization and publics?
3. Does not imply solution or place blame.
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

A useful problem statement summarizes what is known about the problem situation:
3. Does not imply solution or place blame.
If it does, program strategies are predetermined and limited.
The classic example of a problem statement that has an implied solution is the overused,
“We have a communication problem.” Communication may be part of the solution, but it is not the
problem.
What problem do you think communication will solve?
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

A useful problem statement summarizes what is known about the problem situation:
3. Does not imply solution or place blame.
Another example is, “Poor training of the field staff is the problem.”
It appears that someone has already determined that the training program needs to be
improved. Maybe so, but what is the problem that makes someone jump to this solution
and blame the training staff—the very people who will have to be part of the solution?
PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

Blood program director:
“Our problem is that we need more blood. ”
“We can use all you can get. ”
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

Writing Useful Problem Statements

• 1. Does that statement describe the current situation—
“What’s happening now”—in present tense?
• 2. Does it describes situation in specific and measurable
terms?
• 3. Does it imply solution or place blame?
PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

Writing Useful Problem Statements

• Blood supplies run short by an average of 100 units
each month during June, July, August and December,
resulting in emergency room delays, postponed
elective surgeries and expensive blood transfers.
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Writing Useful Problem Statements

• 1. Does this new statement describe the current
situation—“What’s happening now”—in present tense?
• 2. Does it describes situation in specific and measurable
terms?
• 3. Does it imply solution or place blame?
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Four-Step process • Strategic Planning Steps and

Program Outline
ONE
1. The Problem, Concern or
Defining the Problem Opportunity “What is
(Chapter 11) happening now? ”
2. Situation Analysis (Internal
and External) “What positive
and negative forces are
operating?
 PUBLIC RELATIONS STRATEGIC PLANNING
PROCESS

• Strategic Planning Steps and Program

• Four-Step Process Outline
ONE: • The Problem, Concern or Opportunity
Defining the Problem “What is happening now? ”
(Chapter 11) • Situation Analysis (Internal and External)
• “What positive and negative forces are
operating? ”
• “Who is involved and/or affected? ”
• “How are they involved and/or affected? ”
 ASSIGNMENT

1. Draft problem statement in 25 words or less, if possible.

2. Outline your plan for what information you will be
gathering and how you will get the information.