When faced with an ethical dilemma, public relations professionals ultimately have four choices available to them: avoidance, compliance, ignorance and resignation.

photo credit: The Co-operative

Avoidance
The most ethical choice can sometimes be to avoid answering a question. If you are faced with a question that would require you to make a difficult ethical decision, keep in mind that you should not force yourself into an ethical dilemma unless you really must.

Compliance
When asked by a principal to engage in an activity that is unethical some public relations professionals, especially those who are young, will simply comply out of loyalty. This is always a poor choice that will typically lead to the destruction of one’s reputation, if not worse.

Ignorance
Traditional public relations practices have called for professionals learning as much as they could about a principal, particularly whenever they are faced with an ethical crisis. In some cases the most appropriate and ethical course of action would be to not ask questions during an ongoing crisis. Remember that public relations specialists are not entitled to attorney-client privilege. As a result, you can find yourself facing serious legal difficulties if you become caught up in a legal investigation and then you are forced to reveal secrets that would violate your duty of loyalty to your principal. This is precisely why some public relations practitioners choose to avoid asking difficult questions. In this case, ignorance can be used as an effective shield of protection.

Resignation
Some ethics experts will contend that whenever a professional is not able to fulfill his duty to his principal and his duty to society at the same time, there is simply no other choice but to resign. Resigning on principle is rather rare today; generally because it is not that easy to simply walk away from a job. And when an employee resigns on principle there is a clear message sent that his or her employer is engaging in unethical practices. Sending such a message, even unintentionally, can be dangerously close to violating your responsibilities to your employer.

To learn more about public relations, sign up for TheCapitol.Net’s 1-day course Media Relations for Public Affairs Professionals, or the 2-day Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 13.5 Ethical Choices.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Speechwriting: Preparing Speeches and Oral Presentations
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

All public relations professionals from time to time have disagreements with the media. You might be asked to research something at a time that is inconvenient or you might be forced to ask your principle a question that ultimately proves to be embarrassing. Something you write might even land you in trouble. The relationship that exists between the media and the public relations professional is typically not equal. Whenever a disagreement does occur, it is not on an even playing field.

photo credit: West Park Centre

Public relations professionals will often be at a disadvantage–because it is never advantageous to get into a disagreement with the media. Reporters and anyone else involved with the media always get the last word. This is because they control the medium.

When you do debate a reporter, keep it polite. Most reporters will remain open-minded and can even be susceptible to some persuasion. You might find they will play the role of the devil’s advocate simply to receive an emotional reaction and receive a better quote for their story. Make an effort to be concise, get to the point and keep the discussion civil. Use documentation to refute all negative points.

Once a story has actually run, it is typically not productive to argue with the media. Your principal might feel better if letters are sent to the editor, but the truth of the matter is that the damage has already been done. If the decision is made to send a letter to the editor, deal with the facts in the story. If you attack a news organization’s credibility, you will appear undignified.

Another option you might try to use is to have a separate story run on the topic that favors your perspective. Of course, you must also recognize that a second-day story always carries some risk because it will inevitably include negative information from the first day story. And there is never a guarantee you will receive a better story the second time around.

To learn more about the most effective ways to work with the media, consider TheCapitol.Net’s Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 4.9 Arguing with the Media

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers

When you develop a communications plan, the goal is to get your message across to your intended audience. To connect your message with your audience, there are six common techniques you can use to accomplish your goal.

photo credit: cyanocorax

Statistics
One of the most persuasive tools in any communication plan is the use of numbers. However, make sure your numbers are solidly researched. Research them, double-check them, and then check them again. Statistics can be moving targets and you do not want to find yourself in a position of delivering a message that contains outdated or inaccurate statistics. One outdated or incorrect fact can cause the audience to question the remainder of your message.

Example
Convey to your audience specific examples. Examples allow you to illustrate to–and connect with–the audience the way in which something functions in the real world. Do not just tell your audience something; provide them with an example that demonstrates how your proposal provides specific benefits.

Demonstration
Demonstrations can also be quite persuasive regarding any issue related to technology or science. Taking your audience through a piece of software or a website is much more effective than simply trying to convey that experience through the use of words.

Analogy
Analogies can be extremely powerful. Analogies provide an easy way for the audience to connect to your message–they also provide interest and appeal to your presentation.

Testimonials
Bringing out a real individual who can tell a real story is much more persuasive than trying to use an expert or politician to get your message across to the audience. It is one thing to tell your audience something and something entirely different to hear the same thing from a real person that inspires compassion in the audience.

Experience
Another effective technique is to draw upon the memories of the audience and their own life experiences in order to persuade them of your position. Personal memories and experiences are powerful and compelling.

To learn more about connecting with your audience and communicating effectively with the media, consider our Advanced Media Relations Workshop.

Reference: Media Relations Handbook, by Brad Fitch, Section 3.10 How to Connect your Message with your Audience.

For more information about media training from TheCapitol.Net, see these resources:

• Media Relations Handbook, by Bradford Fitch
• Live courses in Washington, DC:
  • Media Relations for Public Affairs Professionals: Media Relations 101
  • Advanced Media Relations Workshop
  • Effective Executive Briefings: The Art of Persuasion
  • Capitol Hill Workshop
• Capitol Learning Audio Courses:
  • Maximizing the Internet for the Public Affairs Professional, with Michael Cornfield
  • Media Relations for the Public Affairs Professional, A Seven Course Series
  • Public Affairs Primer for Nonprofits and Associations
  • Media Relations: Merging Policy and Media Strategies
  • How the Media Works and How to Work the Media
  • Press Conferences and Media Interviews for Scientists and Engineers