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Two-way communication - uses communication to negotiate with the public, resolve conflict, and promote mutual understanding and

respect between the organization and its public(s). Two-Way Communication in Public Relations There are different types of two-way communication in public relations; symmetric and asymmetric. Two-way asymmetric public relations...      Can also be called "scientific persuasion ;" Employs social science methods to develop more:
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Generally focuses on achieving short-term attitude change; Incorporates lots of feedback from target audiences and publics; Is used by an organization primarily interested in having its publics come around to its way of thinking rather changing the organization, its policies, or its views.

Two-way symmetric public relations ...      Relies on honest and open two-way communication and mutual give-and-take rather than oneway persuasion; Focuses on mutual respect and efforts to achieve mutual understanding; Emphasizes negotiation and a willingness to adapt and make compromises; Requires organizations engaging in public relations to be willing to make significant adjustments in how they operate in order to accommodate their publics; Seems to be used more by non-profit organizations, government agencies, and heavily regulated businesses such as public utilities than by competitive, profit-driven companies. [2]

Crisis communication is sometimes considered a sub-specialty of the public relations profession that is designed to protect and defend an individual, company, or organization facing a public challenge to its reputation. These challenges may come in the form of an investigation from a government agency, a criminal allegation, a media inquiry, a shareholders lawsuit, a violation of environmental regulations, or any of a number of other scenarios involving the legal, ethical, or financial standing of the entity. Crisis communication professionals preach that an organizations reputation is often its most valuable asset. When that reputation comes under attack, protecting and defending it becomes the highest priority. This is particularly true in todays 24 hour news cycle, fuelled by government investigations, Congressional or parliamentary hearings, lawsuits, and "gotcha journalism". When events like these happen, the media firestorm can quickly overwhelm the ability of the entity to effectively respond to the demands of the crisis. To emerge with its reputation intact, an organization must anticipate every move and respond immediately and with confidence. Companies facing such a threat will often bring in experienced crisis communications specialists to help prepare and guide them through the process. Effectively responding to the challenges of a crisis requires more than the typical skills of the public relations professional, requiring instead experience at the highest levels of the field, such as investigative reporting, politics, and the White House. Crisis communication can include crafting thorough and compelling statements, known as messages, often tested by research and polling. A rapid response capabilitypioneered by the 1992 Clinton-Gore campaign operatives and refined during Bill Clinton's eight years under attack by his political adversaries while in the White House, has also become an essential element of crisis communication. Additional tactics may include proactive media outreach to get messages and context to the media, identifying and recruiting credible third-party allies who can attest to the companys side of the story, and striking first, not waiting to be hit. Crisis communication is a part of larger process referred to as crisis management though it may well be a major tool of handling a crisis situation in government, organization or business. Crisis communication is sometimes considered a sub-speciality of business continuity. The aim of crisis communication in this context is to assist organizations to achieve continuity of critical business processes and information flows under crisis, disaster or event driven circumstances. Responding quickly, efficiently, effectively and in a premeditated way are the primary objectives of an effective crisis communication strategy and/or solution. Harnassing technology and people to ensure a rapid and co-ordinated response to a range of potentially crippling scenarios distinguishes a well thought out and executed plan from a poorly or ill-considered one. The inherent lag time in marshalling responses to a crisis can result in considerable losses to company revenues, reputation as well as substantially impacting on costs. Effective crisis communication strategies will typically consider achieving most, if not all, of the following objectives:        Maintain connectivity Be readily accessible to the news media Show empathy for the people involved Allow distributed access Streamline communication processes Maintain information security Ensure uninterrupted audit trails

  

Deliver high volume communications Support multi-channel communications Remove dependencies on paper based processes

By definition a crisis is an unexpected and detrimental situation or event. Crisis communication can play a significant role by transforming the unexpected into the anticipated and responding accordingly. Some of the most effective recent examples of crisis communication include Richard Branson's (Virgin) and John Armitt's (Network Rail) dignified press conference after the Grayrigg rail disaster of [1] 2007 and US Airways handling of the media after their crashlanding on the Hudson river. [edit]References

Community relations refers to the various methods companies use to establish and maintain a mutually
beneficial relationship with the communities in which they operate. The underlying principal of community relations is that when a company accepts its civic responsibility and takes an active interest in the well-being of its community, then it gains a number of long-term benefits in terms of community support, loyalty, and good will. "Community involvement builds public image and employee morale, and fosters a sense of teamwork that is essential in long-term success," Lisa Desatnik noted in Cincinnati Business Journal. A comprehensive, ongoing community relations program can help virtually any organization achieve visibility as a good community citizen. Organizations are recognized as good community citizens when they support programs that improve the quality of life in their community, including crime prevention, employment, environmental programs, clean-up and beautification, recycling, and restoration. Some other examples of ongoing programs might include scholarship programs, urban renewal projects, performing arts programs, social and educational programs, children's activities, community organizations, and construction projects. On a more limited scale, small businesses might achieve community visibility and engender good will by sponsoring local sports teams or other events. Support may be financial or take the form of employee participation. Good community relations programs offer small businesses a wide variety of benefits. For instance, they give employees a reason to be proud of the company, which increases loyalty and may help to reduce labor and production costs. Furthermore, a company with happy employees and a good reputation in the community is likely to attract highly qualified new employees. A small company also might generate new business through the contacts and leads it generates in its community relations activities. Such contacts might also make it easier for the company to obtain financing for expansion, find promising new locations, or gain favorable treatment in terms of taxes, ordinances, or utilities. Good community relations can also be beneficial in times of crisis, such as a fire or a plant closing, by rallying the community around the affected business. "Some companies don't achieve success despite their small-town locale," David Stamps wrote in Training. "They succeed because of it."

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