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ALR300 > phase 1) Formative Research > Flashcards

phase 1) Formative Research Flashcards

1
Q

Name the 3 steps in Formative Research (Phase 1)

A

Step 1) Analyzing the Situation
Step 2) Analyzing the Organization
Step 3) Analyzing the Publics

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2
Q

What is a situation?

A

A situation is a set of circumstances facing an organization

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3
Q

How do we state a situation? (ie Nouns or Verbs?)

A

Situations are stated as NOUNS.

ie “availability”, “fear”, “loyalty”

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4
Q

A PR situation is a possible course of action that can be either “……” or “……”

A

Positive (Opportunity) OR Negative (Obstacle)

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5
Q

The word “problem” comes from Greek and Latin meanings of “…….” and “…….”

A

Greek - “ A task proposed”

Latin - “ A thing put forward”

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6
Q

Define “Opportunity”

A

The PR situation may be identified as an opening, something that can be embraced.
An opportunity offers a potential advantage to the organization or its publics.

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7
Q

Define “Obstacle”

A

A PR situation could be a roadblock, something to overcome.

Obstacles limit the organization in realizing its mission (ie fan loyalty if a team is losing)

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8
Q

Can a crisis situation be an opportunity? If so when?

A

Even in a crisis situation, obstacles can be approached as opportunities IF the problem has NOT been self-inflicted. (ie an organization under attack can use the public attention generated by the crisis to explain their values and demonstrate their quality.

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9
Q

What 2 kinds of ‘learning from research’ can be conducted as you analyze the situation?

A

1) Review academic and Professional literature
2) Identifying other organizations that have successfully navigated a similar situation that faces your org (benchmarking)

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10
Q

Define ‘Best Practice Approach’

A

This is a method of researching, documenting and analyzing behaviour of an acknowledged leader in the field, who faced a similar situation successfully (or learning from a competitor that unsuccessfully handled a situation)
The best practice approach tries to identify a Benchmark

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11
Q

Define ‘Benchmark’

A

Benchmarking is the search for better ways of doing the things you do.
Is a Continuous & Systemic process of measuring an organizations products/services against the best practice of strong competitors and recognised industry leaders, in order to improve your organzations performance

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12
Q

What are 3 Benefits of Benchmarking (according to Scwartz and Gibb)

A

1) Organizational initiatives that prevent internal inertia from taking over
2) Continual awareness of innovations coming from competitors
3) Introduction of fresh air from outside the organization

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13
Q

The first 4 stages of strategic planning process deals with FORMATIVE research, data on which you build your communication program. There are two types of such research. What are they?

A
  • Strategic Research

- Tactical Research

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14
Q

Define ‘Strategic Research’

A

Strategic research is the systematic gathering about issues & publics that affect an organzation, particularly one engaged in two-way models of public relations.
(more directly impacts organizations overall mission)

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15
Q

Define ‘ Tactical Research’

A

Tactical research is information obtained to guide the production & dissemination of messages.
(helps practitioners do tasks more effectively)

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16
Q

Explain the 3 prong research program for most pr projects

A
  • Casual research
  • Secondary Research
  • Primary Research
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17
Q

Explain ‘Casual Research’

A

Collects what is already known.
Can be informal as ou think about the situation.
Pick the brains of client/collegagues individuals.
Interview other people with experience or expertise.
Brainstorm alone or with other planners.

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18
Q

Explain ‘Secondary Research’

A
  • More systematically looks for existing info.
  • Investigate orgs files to learn what already exists on the issue.
  • Search library for info from books, periodicals and special reports
  • Search similar material on internet (but be wary of validity)
  • Review & analyse how other orgs handled similar situations
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19
Q

Explain ‘Primary Research’

A

Involves gathering original info by conducting your own research.
(ie Surveys, focus groups and content analysis)

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20
Q

Hedrick, Bickman and Rog reccomend at least 4 research touch points with client.

Describe these 4 touch points.

A

1) Initial meeting to develop common understanding, research needs, resources and expected uses
2) Meeting to agree on Scope (particularly costs, resources)
3) Meeting to refine the research questions and discuss potential approaches & limitations
4) A meeting for agreement on the proposed study of approach

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21
Q

Describe an ‘Issue’

A

An issue is a situation that presents matters of concern to org.

  • Bakhsheshy defines “a trend, an event, a devlopment, or a matter in dispute that may affect an org.
  • Dearing & Rogers define an issue as “a social problem, often conflictual, that has received media coverage”.
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22
Q

Describe the ‘Issues Management process’

A

Monitoring & evaluating info. Anticipate emerging issues & respond to them before they get out of hand, perhaps before they break onto the scene.

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23
Q

Define ‘ Environmental Scanning’

A

The process of seeking info about events & relationships in a company’s outside environment, the knowledge of which would assist top management in its task of charting the company’s future course of action.

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24
Q

Define stage 1 of the 6 stage synthesis process of issues management

A

1) Identify future issues likely to affect an org. Develop early warning scanning system that considers where the org wants to go & looks at potential roadblocks and other outside pressures on the org. Look for forces that could help the org move along its path.

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25
Q

Define stage 2 of the 6 stage synthesis process of issues management

A

2) Research & Analyze each issue. Carefully gather as many facts as possible about these. Consult specialists who are particularly familiar with the issues.

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26
Q

Define stage 3 of the 6 stage synthesis process of issues management

A

3) Consider options in responding to each issue. Use creative problem-solving techniques to discover as many alternatives as possible to deal with the issue at hand. Establish your standards for success & the criteria your Org should use to make choices among the various alternatives.

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27
Q

Define stage 4 of the 6 stage synthesis process of issues management

A

4) Develop an action plan. Select most appropriate option, usually in terms of cost-effectiveness, practicality & organizational fit. Then develop a specific plan to address the issue.

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28
Q

Define stage 5 of the 6 stage synthesis process of issues management

A

5) Implement the plan, giving as much energy & resources as it warrants.

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29
Q

Define stage 6 of the 6 stage synthesis process of issues management

A

6) Evaluate the effectiveness of the response, both during its implementation when there is still time to make appropriate adjustments & when the program is completed.

30
Q

True or False?

Lauzen found a link between two-way PR & both the early detection and accurate diagnosis of issues

A

TRUE
“The answer lies in the confluence of pr & issues management as they became true boundary-spanning functions, acting as the eyes & ears of orgs, serving as parts of an early warning system”

31
Q

Define ‘Risk Management’

A

The process of identifying, controlling & minimizing the impact of uncertain events on an org.

32
Q

Define ‘Crisis Management’

A

The process by which an org deals with out-of-control issues. It’s about coping with crisis.

33
Q

List the 6 strategic principles for crisis management

A

1) Existing relationship
2) Media-as-Ally
3) Reputational Priorities
4) Quick Responses
5) Full disclosure
6) One Voice

34
Q

Define principle 1 :Existing Relationships

the the 6 Strategic principles of crisis management

A

1)Existing Relationships:
During a crisis, communicate with everyone. keeping them informed, because their continued support will be important in rebuilding reputation after crisis.

35
Q

Define principle 2: Media-as-Ally

the the 6 Strategic principles of crisis management

A

Treat media as allies that provide opportunities to communicate with key publics.
a good pre-existing program of media relations can minimize antagonism. If media become hostile/intrusive it may be cause org has not been forthcoming in providing legit info to the media or other publics.

36
Q

Define principle 3: Reputational priorities

the the 6 Strategic principles of crisis management

A

Top priority after safety issues is to your organizations reputation. Remembering this can help focus attention on doing what’s best for customers, employees, key publics. Set objectives that deal with maintaining (or restoring) credibility. Use the crisis as an oppurtunity to enhance your reputation for social responsibility with various publics.

37
Q

Define principle 4: Quick Response

the the 6 Strategic principles of crisis management

A

Be accessible to your publics as quickly as possible. within 1 hour of learning about a crisis, the org should have its first message available to publics, particularly the media.

38
Q

Define principle 5: Full Disclosure

the the 6 Strategic principles of crisis management

A

Silence is NOT an acceptable response during a crisis. Without admitting fault & without speculating about facts not yet known, the org should provide as much info as possible.

39
Q

Define principle 6: One Voice

the the 6 Strategic principles of crisis management

A

The principle of one voice calls for a single, trained spokesperson to represent the organization.

40
Q

6 tips for issues management

A

1) Develop active dialogue
2) Make sure an issue is worth trying to manage
3) Nurture expert contacts who can provide third party research endorsement when neccessary
4) Form a coalition with organizatios similar to yours
5) Create a risk management plan & review it regularly, updating & modifying
6) Include senior management on this team

41
Q

Define ‘Deontological’ ethics

A

That certain actions are, in and of themselves, good; others, bad.
-(greek- “obligation” or “duty”)

Intrinsic unquestioned value of Value, Honesty, Integrity, Fairness, accuracy and so on.

42
Q

Define ‘ Teleological’ ethics

A

Focused on the impact that actions have on people. Results oriented.
Something is judged to be ethical because it generates good consequences.
-(greek- “goal” or “result”)

43
Q

Define ‘Situational’ Ethics (or ethical relativism)

A

Case by Case basis that suggests actions are ethical to the extent they reflect particular social norms.

44
Q

Briefly describe step 2 (analyzing the org) phase 1 (of formative research)

A

Understanding org performance, reputation and structure. factors that might limit plans success.
Understanding of what org DOES & what is ASPIRES to be

45
Q

Describe a ‘Mission Statement

A

A brief strategic description of the purpose of an Org.

46
Q

Describe a ‘ Vision Statement’

A

This looks to the future. A brief description of what the Org aspires to become.

(also…a vision statement serves as a starting point for positioning, which is part of step 4 of the strategic planning process)

47
Q

Describe a ‘Values Statement’

A

Is a set of values or beliefs that drive org & provide a framework for its decisions.

48
Q

A public relations audit pertaining to the Internal Environment includes looking at

A
  • Performance
  • Niche
  • Structure
  • Internal Impediments
  • Ethical Base
49
Q

A public relations audit pertaining to the External Environment includes looking at

A
  • Supporters
  • Competitors
  • Opponents
  • External impediments
50
Q

A public relations audit pertaining to the Public Perception includes looking at

A
  • Visibility

- Reputation

51
Q

True or False:
The planners ability to identify & analyze publics is the cornerstone of an effective integrated communication campaign

A

TRUE

we must identify and analyse to be able to develop an effective communication strategy

52
Q

Define ‘Public’

A

a group that shares a common interest vis-avis an organzation, recognises its significance & sets out to do something about it.
They are usually similar in their interests & characteristics
_Usually aware of the situation & their relationship with the org.
(they’re like family, you dont pick them. they just are)

53
Q

Define ‘Market’ (or ‘Market segment’)

A

Like your friends. You pick them; They pick you.
shared interests and common values. Markets are a particular type of public. Market segmentation is the markets chracteristics (ie age, income, lifestyle)

54
Q

Define ‘Audience’

A

people who pay attention to a particular medium of communication & receive messages through it. An orgs relationship with an audience is usually brief (read an article, listen to a speech)

55
Q

Define ‘Bottom Line’ as it relates to Public relations

A

Identifies an orgs mission or fundamental goal. (ie selling cars, educating students, serving patients). Less to do with finance and more to do with orgs success on the broader scale.

56
Q

Define ‘Stakeholder’

A

The concept is that a stakeholder relates to an organisation through its potential impact on the organzations mission & objectives. COncious of a mutual relationship with an org. (whereas a public relates to an org through its messages/may not neccasarily care about an org)

57
Q

List 5 characteristics of publics

hint:DHILA dentists have incredibly large asses

A 
Distinguishable
Homogenous
Important
Large enough
Accessable
58
Q

List categories of Public: Customers

A 
Current
Former
Potential
Shadow constituencies
Secondary Customers
59
Q

List categories of Public: Producers

A

Suppliers
Financiers
Personnel

60
Q

List categories of Public: Limiters

A

Competitors
Opponents
Hostile Forces

61
Q

List categories of Public: Enablers

A

Opinion Leaders
Media
Allies
Regulators

62
Q

Define ‘Intercessory public’

A

using an influential go between. an intercessor is a person who presents your case to another, someone who uses her influence to intercede on your behalf to obtain a favour, mediate a disputem or to speak for you. (often called networking)

63
Q

Define ‘Opinion leader”

A

those who have particular influence over an orgs publics. Carries an orgs message to others.
an influential role model (formal or informal)
can be vocal activists

64
Q

What is a ‘Key Public’

A

are they people you want to engage in a communication process with

65
Q

Grunig and Hunt identified 4 stages of publics. What are they?

A

Nonpublics
Latent Publics
Aware publics
Active Publics

66
Q

Define a Nonpublic

A

a group that doesn’t share any issues with the org. no real consequences vis-avis the org. no level of significance to the org and vice versa.

67
Q

Define a Latent (inactive) Public

A

Shares an issue with the org but does not yet recognize this situation or its potential. it has potential but as yet no self awareness

68
Q

Define an Aware public

A

Recognises that it sharees an issue & percieves the consequences as being relevant, but not organized or energized to discuss and act on the issue

69
Q

Define an Active Public

A

an active public has reach the fullness of what we identify as a public. It is discussing & acting on the shared issue

70
Q

List maslowes hierarchy of needs (starting from the base of pyramid)

A 
physiological
safety
love
esteem
Self actualization
71
Q

define ‘Sterotyping’

A

a Sterotype is a shortcut in describing groups of people. Sterotypes are based on common and repeated perceptions of who people are, how they act, and what they think and value.

72
Q

What is the use of a benefit statement

A

Conclude your analysis of the publics with a benefit statement, an articulation of the benefit or advantage your product, service, or idea can offer this public, or the way you can help satisfy the need or solve its problems

ALR300 (11 decks)

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