Exhibition: Propaganda: Power and Persuasion

The British Library has a fascinating exhibition opening today. Titled Propaganda: Power and Persuasion the exhibition runs from 17 May to 17 September 2013 and – quoting the BL’s website – “explores a thought-provoking range of exhibits” that will make you look anew at “the messages, methods, and media used by different states – discovering how they use propaganda through time and across cultures for both power and persuasion.” Sounds good.

The exhibition resonates well with a great book I’m reading at the moment, Public Relations and the Making of Modern Britain, which reappraises the origins of public relations in a British context. The author, Cambridge Leverhulme Fellow, Scott Antony, argues that contrary to common misconceptions of its hard-nosed Bernaysian origins, PR in the UK emerged from a distinctly cultural and governmental agenda. Education, information and ‘improving’ society were imperatives baked into PR from the outset, Antony argues.

Aside from helpfully taking contemporary definitions of PR full circle, such a conception chimes wonderfully with the rest of the BL’s exhibition narrative:

“It is used to fight wars and fight disease, build unity and create division. Whether monumental or commonplace, sincere or insidious, propaganda is often surprising, sometimes horrific and occasionally humorous. […] Propaganda: Power and Persuasion is the first exhibition to explore international state propaganda from the 20th and 21st centuries. From the eye-opening to the mind-boggling, from the beautiful to the surprising, posters, films, cartoons, sounds and texts reveal the myriad ways that states try to influence and persuade their citizens.”

Tickets are £9 (under 18s free) and concessions are available. Check it!

Digital innovation: some reading

Serendipitously I stumbled across a couple of great articles about digital innovation in the advertising space recently which dovetail neatly with some of the thinking and writing I’ve been doing.

Following on from Adam’s comment about the diffusion and adoption of innovation within the PR sector (which warrants some analysis and a further blog post in its own right) it’s equally interesting to see how the same issues are being played out in the advertising space.

According to Digital Planning Director at BBDO/Proximity, Vincent Teo:

“This shift toward creative innovation and product development will be a continuous evolution in the agency space and one in which I believe will form the foundation of the digital agency of the future. There is a real synergy between product innovation and what agencies are currently doing and this looks like the next evolution in extending what agencies can offer to their clients.”

What this looks like in detail can found in Vincent’s great survey of the current ad/digital/innovation landscape, The Digital Agency of the Future. And following Vincent’s vision and line of questioning, a number of other posts and article’s further explore the same issues, including Rei Inamoto‘s Why Ad Agencies Should Act More Like Start-ups and .net magazine’s Inside the Labs of the World’s leading Digital Agencies.

Although there are some distinct differences between the ad and PR industries, both are rapidly converging around digital. Some level of comparative analysis will undoubtedly be useful to see where each industry is succeeding (and not succeeding) and looking for clearer paths to innovation, adoption and sharing/commercialisation. Hopefully more to come on this.

 

PR & paid media: a new reality?

A number of smart PR agencies seem to be setting up new paid media divisions of late. First, Edelman announced its hire of Cassell Kroll as vice president, media strategy operating out of the firm’s digital arm. Shortly afterwards We Are Social revealed their new paid media offering, with ex-TBG Digital sales and client services director, David Gilbert, as Media Director. It is fascinating to see how the increasing convergence of owned, earned and paid media channels is rapidly driving organisational innovation in order to remain relevant and competitive. As We Are Social’s Global Managing Director, Robin Grant, puts it:

“Today’s social environment demands that media planning be integrated into brands’ social media strategies and for media buying to operate in real-time and in synergy with always-on social content creation and community management.”

Edelman also outlines its perspective on the contemporary converged media landscape that gives some rationale for their hire into a wider context and outlines nicely how the agency approaches digital in an increasingly integrated way:

The insights reflected in Edelman and We Are Social’s new business models and strategic offerings are part of wider trends I reiterate to my students when we discuss future directions for the PR industry. The reality is the PR industry they are learning about is arguably becoming less and less like industry they’re seeing represented in textbooks and also (perhaps worryingly) discussed by *some* senior industry speakers.

It’s also something that plays into my thoughts and speculation about the continued need to proactively innovate. The challenges and opportunities of social are ‘live’; that is to say they’re continual emerging meaning leading agencies or practitioners need to stay entrepreneurial in their approach to navigating this new media and communications landscape. This requires thinking freshly about what PR is now and where it’s going – or more specifically being taken by the flows of the social web.

Having worked with Edelman and We Are Social, this is a trait I can confidently say is present within the agencies’ senior leadership and embodied in employees. It must be there in others too undoubtedly, but how can we join up this thinking to ensure that ‘entrepreneurial’ agenda remains a priority – not just at the micro-level of individual agencies or organisations but more broadly at the macro, sector level.

I appreciate this is no small task requiring a focus on collaboration, rather than competition and again, potentially across sectors as well as organisations. Maybe it is already happening through industry events (but it’s not something I’ve come across recently). It’s an exciting time with a number of equally exciting opportunities for the PR industry; the question remains: how can we maximise these opportunities to ensure their strategic potential is realised? Hopefully more to come on this.

Social media helping PR operate more strategically?

The Chartered Institute of PR’s (CIPR) annual State of the Profession report suggests a potentially interesting development for the sector and the role PR plays within organisations.

In her introduction to the survey of 1,273 of its members, CIPR CEO, Jane Wilson, reports that PR “is moving away from having a primary media relations focus to embracing the opportunity presented to us by social media to participate in two-way conversations with our publics.”

While ‘two-way communications’ is an often misused or misunderstood term its adoption here is potentially significant as it might  indicate a shift from a traditionally media relations-focused tactical function to more strategic organisational as PR has to undertake greater research and planning to deal with the complexity of social media.

OK. So, this is pretty flimsy speculation but there’s another interesting insight in the report which adds some more – albeit speculative – weight to the hypothesis.

The increasing convergence and collaboration of siloed departments necessary to manage the increasingly social environment and support the move towards becoming a ‘social business’ is also affecting PR professionals. In the section titled ‘Converging areas of practice’ the report reveals that “[PR] [d]epartments working increasingly closely together has directly resulted in areas of work converging. Around half of PR professionals say that departments that now work more closely with each other share responsibility for social or digital media management (51%), branding (48%) or internal communications (48%).”

While it doesn’t indicate whether PR teams are taking the lead on driving forward a newly converged organisational strategy, these are interesting findings that may indicate that as organisations become increasing socialised and converged this may well be a catalyst for PR to recognise and capitalise on its long-absent organisational strategic prowess?

PR, it has long been argued, is best conceived as a strategic management function operating at board level to understand wider society and help shape the long-term vision and operation of organisations. In theory PR plays a central role identifying and connecting internal stakeholders with external ones, building long-term relationships with them, interpreting their changing needs and feeding this information up to the board to shape organisational strategy. The reality, alas, has seen PR all too often become relegated to marketing-led communications and reactive issue management.

But is social media forcing a change for the better? As building relationships with online communities and networks through two-way communications becomes increasingly central to an organisation’s success; and social media-empowered consumers and stakeholders are increasingly driving organisational convergence will PR’s ‘boundary-spanning’ role helping join up an organisation’s departments with its external environment help it operate at a higher, more strategic level?

I guess only time will tell. Personally, I wouldn’t be surprised as I believe PR has the potential to play a central role in helping organisations adapt to the complexity of social media at a business level – in theory, at least!

As a footnote it should also be noted that two other findings from the report may have a bearing on this. Firstly, the report argues that in terms of its current strategic presence “three in five [respondents] say that they directly brief board members or senior staff, whilst over a third of those in-house with a direct responsibility for PR sit on the board“. However, “fewer than half say that this extends to influencing wider business and organisational strategy.”

And secondly, “by some margin, the area of public relations that is seen as presenting the biggest challenge is social or digital media management. Two-thirds of PR professionals (66%) say that they think it will present a challenge to them as PR professionals, whilst half (53%) say that they think it will present a challenge to their organisation.”

So, there’s still a way to go before PR operates consistently at a strategic, management level, although social media may be well be the catalyst necessary to shift this reality. But, it’s a catalyst that’s also perceived as a major challenge – both to the profession and individual practitioners. Perhaps it’s digital’s disruptive potential will win out and help the PR industry come of age.

 

Future of PR: We’ve been here before

VCCP’s Jed Hallam offers a meaty blog post about the ongoing debate as to the relative strengths and weakness of the advertising and PR industries when it comes to taking ultimate ownership of social and/or digital. Although, of course it’s much more nuanced than that.

Jed appears firmly on the side of advertising as eventual winner – while nodding to the reality that the way we consign certain agencies into industry types is largely flawed as whether an agency is an ‘advertising’ or ‘PR’ agency is increasingly blurred in today’s socially mediated landscape. And moreover, who wins will be ultimately determined by the clients who will want the best work regardless of a perceived historical and industry legacy.

Anyway. This perennial debate reminded me of another great post by Anthony Mayfield on similar issues. Except his post was made in November 2007. That’s nearly five years ago. In his post Anthony argues not so much that advertising will win the digital battle royale, but rather that the PR industry had structural and legacy issues to overcome if it was to succeed in a digital-led world.

Here’s the quotation:

PR agency models may be less able to assimilate than be be assimilated: One of the curiosities of the PR agency business is that aside from the very largest agencies (and even including a few of them) most are businesses comprised of generalists, with business development, marketing, HR, client management, creative, copywriting, event management, media relations and measurement all done by the same people. I’ve never met the PR agency that has a project manager or a quality assurance person. This makes it hard to scale these businesses and it also means than they are perhaps less able to bring in new disciplines and approaches than businesses that are structured like, well, businesses.

Bingo.

Of course, you could argue that PR agencies can restructure to accommodate new models, but compare this to big agencies in comparable sectors who already operate in this way. Compare this to smaller, more nimble social/digital-first agencies (not unlike my old brethren at We Are Social) who are growing and building their structure in this way from day one.

Just sayin’.

 

Share This: Social Media Handbook for PR Professionals

I’ve been involved with a great project over the past few months which finally came to fruition last week as the CIPR’s Social Media Advisory Panel launched a new social media and PR handbook.

Share This: The Social Media Handbook for PR Professionals contains 25 chapters spanning strategic resources, practical guidance, industry change and tools and technologies across a range of different sectors written by a range of experienced practitioners.

The book came about, as fellow panel-ee Julio Romo writes, because after three years providing social media counsel for the CIPR:

“last year we thought that the time was right to put together a book for everybody in business – those in PR and communications, as well as those in marketing, finance, sales and customer service. After all, social cut’s across business disciplines.”

Since being listed on Amazon the book has sold out – not a bad performance by a book originally conceived as a sharable pdf ebook. Ever the inquisitor, I was thinking about what has made the book so popular earlier this week and I believe I’ve distilled it into the following factors:

  1. Firstly, the handbook draws together a wealth of smart and experienced senior practitioners who cover a wide range of different topics yielding comprehensive, expert content
  2. Secondly, the book provides specific cases and practical detail for the changing nature of social media and PR – not just repeating platitudes about how social media is ‘changing everything’
  3. Finally, many social media books are written by US authors whereas Share This comes at the topic from a clear UK context, incorporating case studies; campaigns results; statistics and insight from UK-based practitioners

My contribution, ‘Social Media and The Third Sector’, features in the industry change section and examines how organisations in the non-profit sector need to think about their communications and campaigning strategies in relation to what I term the ‘new networked reality‘ in which they now operate.

I suggest that the nature of the sector should be ideally suited to the socially motivated aspects of this networked space but that a lot of the strategic and tactical changes that organisations need to make can run counter to conventional organisational thinking.

The chapter concludes by pointing to a future where organisations will need to become ‘hybrid’ and work with strategically aligned online networks of supporters, partner organisations and the increasingly networked and active public.

 

Communicating protest: Some notes on police PR tactics – Part 1

First and foremost I want to set these blog posts into some context.

I posted previously about The Met's use of staged or managed events at the second student demo as part of its communications strategy and suggetsed I might write a follow-up post to examine some of the Met's more conventional PR tactics to shape media coverage and public opinion.

Also, as part of my PhD I'm planning on using my blog as a way of keeping notes and sharing thoughts that will come in useful as my research progresses. These posts are part of that iterative process. 

In addition to the above, these posts will also hopefully serve as a handy – if modest and incomplete – reference guide for journalists to help them undertand and decode some of the communications tactics employed by the Met and thus potentially improve the depth of questioning and breadth of coverage.

Part 1 – How 'framing' media stories is used for effective political policing

In US academic, Robert Entman's, book on the way issues or stories are 'framed' (that is how relevant information is gathered and edited into 'news') by the media he asserts that by establishing the terms of a potential story, strategic actors (in our case, the Met) can command and control the way the subsequent news is perceived and – more importantly – how it continues to influence future stories.

Specifically, in Projections of Power (2004) he outlines what Curran (2002) calls the "definitional power" of the media:

"A dominant frame [i.e an official way of interpreting information] in early news coverage of an event can acticat and sprad congruinet thoughts and feelings in individuals' knowledge [...] that guides responses to all future reports. First impressions may be difficult to dislodge." p.7 [my emphasis]

This theory can be used to explain the PR tactics adopted by the Met even before a demonstration takes place who you will often find issuing a briefing to 'define' the direction of the media narrative.

This happened ahead of the most recent student demonstration on 9th December where Commander Bob Broadhurst, the head of the Met's public order branch, told media they were expecting the student demonstration to be violent.

It also happened ahead of the 2009 G20 protests in London when weeks before planned demos Superintendent David Hartshorn, who then headed the Met's public order branch, exclusively told The Guardian the Met was: "preparing for a "summer of rage" as victims of the economic downturn take to the streets to demonstrate against financial institutions."

With hindsight these examples offer a useful opportunity to interpret the way they potentially shaped public perception of events.

Take the recent student demo as our first case study: telling the media they were execting violence firstly activates in the public's mind that the demonstration is goin to be violent. Whether it ever turns out to be or not this perception and mindet towards demonstrators is established. Secondly, it acts to legitimise police violence because, as the Met has aldready confirmed in advance, it was expecting violence so any brutality on its part must be a response.

This technique neatly reverses cause an effect of violent public order situations and becomes a self-fulfilling prophecy for the Met.

The ' helped significantly by the news management technique of 'embedding' journalists within forces to help ensure the event is interpreted from a specific perspective – despite the best aims of 'objective' reporting.

Another 'set piece' in the police's PR toolkit to help 'frame' news from within protests or public order situations is the use – and reporting – of injuries.  

**Before I go any further, please note: I am not excusing or valorising any kind of violent behaviour or resultant injury to anyone. I am trying to explore and explian how injuries that happen within tense situations can be used to establish a particular perception in the media.**

The reporting of injuries can be used both qualitatively to reinforce the notion of 'violent demonstrators' and 'police as victims' and also quantitively to show how much of a battle the police won/lost (depending on the public's wider perceptions post-event).

As an example of the first tactic see this quote from a police spokesperson from Nottinghamshire police during the demonstration at Ratcliffe-on-Soar power station in 2009:

"Throughout the day officers have been assaulted but police remain in control of the site. We have one officer who sustained head injuries at the protest. He was airlifted to Derbyshire Royal Infirmary where he is being treated. His wife has been made aware but we have no update on his condition.

"One protester also received treatment on site by police officers and was taken away by ambulance. His condition is unknown."

It would later transpire that the office didn't sustain a head injury – which, of course, was good news.

What is noticable is the formal and melodramatic reporting for the injured police officer (e.g. "his wife has been informed") that's clearly missing from comments about the injured protester – along with a more complete total of injured protestors which was much higher than 'one'.

Now, this may seem rather extreme: exploiting injuries to shape media covergae, but wider context and examples will hopefully illustrate the point further.

The injured officer airlifted to hospital was actually treated by a medic that was protesting on the day. From tweets at the time and emails I've seen subsequently it would appear that at the time the officer was being treated it was apparent that he was unlikely to be suffering from head injuries, as the hospital or police later confirmed.

The Guardian – as I understand it – was party to the development in the story, but of course by then it was old news and the public's perception had been set.

A further – and by now, infamous – example of the quantitative use of police injuries in PR is Kingsnorth Climate Camp.

During the 2008 Climate Camp gathering police used extreme measures to intimidate protestors, such as sleep deprivation and excessive stop and search activity. In addition, police revealed to the media and Parliament that a total of 70 officers had been injured during the police operation.

It wasn't until a FoI request from the Liberal Democrats that it became apparent not a single injury was sustained from protestors; rather records showed injujuries were mostly toothache, diarrhoea, cut fingers and "possible bee stings".

I won't labour the point, but you get the idea that by the time the reality of the situation has unravelled it's old news and the public perception has been crystalised.

For a good overview of examples of this, specifically related to climate change and climate justice campaigning, see Kevin Smith's post for the Guardian's CiF blog.

The next post in this series will look at post-demonstration tactics, the use of language and perhaps look at some of the additional reasons for the effectiveness of police PR and media management, e.g. the formalised news production processes and cultural values of the media.

 

Bibliography:

Curran, J. (2002). Media & Power. Routledge.

Entman, R. (2004). Projections of Power. University of Chicago Press.

CIPR Summer Social: is the PR industry falling behind SEO?

I’ve been very remiss in failing to mention and big up the CIPR’s Summer Social.

The Summer Social is a series of informal meet ups organised through the CIPRs Social Media Advisory Panel (DISC: of which I am a member).

So I'm making amends as of now and urging anyone in the PR, marketing and social media sectors to get along to this week’s event as it tackles an oft-debated and really important issue: where do the lines between SEO and PR blur? When is it right and where does it put your clients at risk?

The event takes place from 5pm – 7pm at the CIPR HQ, 52-53 Russell Square, London, WC1B 4HP. and is hosted by Speed Communications' Stephen Waddington who asks: "Has the PR industry failed to reskill for SEO – and will social media be the next missed opportunity?":



“Search agencies are increasingly packaging planning, content development and analytics, into a payment-by-results model. It’s a compelling proposition for a marketing director that is seeking guaranteed outcomes.



Now search agencies are starting to use PR tactics such as press releases, by-lined content and wire distribution to drive their campaigns prompting the scrutiny of the role of PR versus SEO.



This week’s CIPR’s Social Summer 2010 workshop will ask what the PR industry can do to regain ground on SEO. And whether social media, like SEO before it, will be the next missed opportunity for the PR industry.”

The idea of Summer Socials is to offer PR and marketing professionals the chance to learn and find out more about social media and a host of related topics.

It’s less formal and structured than traditional CIPR events or workshop which is a good thing as for the £10 cost we serve beer and nibbles and you get to quiz experts and fellow practitioners about the emerging media landscape.

Looking forward, future Socials include sessions from Wolfstar MD Stuart Bruce, MD of Tweetdeck, Iain Dodsworth and Julio Romo with guests form Channel 4 and the BBC.

WHAT ARE YOU WAITING FOR?