Pittsburgh, PA, A Public/Community Relations Manual for dealing with "The Negro Community" in the post-Civil Rights Era. NOT INCLUDED: All following pages/exhibits listing the specific contact information of community leaders, agencies, and organizations targeted for community relations development and management.

1. A MANUAL FOR CONTACTS WITH
MINORITY COMMUNITY LEADERS AND ORGANIZATIONS
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) ij v
The Negro community is a large and increasing factor
in the Telephone Company's business environment. Both customers
and employees, especially in urban markets, must increasingly
come from this segment of the community.
Even where there is no immediate threat of demonstra¬
tions, economic boycotts, or other direct action, pressures to
improve and enlarge the employment of minority individuals will
continue and increase. These pressures will come not only from
within the Company - that is, from our need for employees - but
also from the general community, either in the form of
government
pressure, private, religious, and social organizations, or from
the needs of the economy.
Our personnel and community relations systems and
practices, though well established, have worked better up to
now
to attract successful white applicants than to attract non-
white
applicants. This indicates a need for work within the minority
community to:1. More clearly convey our interest in
that
community's affairs.
2. Better interpret our manpower needs
and
employment practices.
3. More strongly encourage non-white eligibles
to apply. —
Communication with the non-white community in a greater
variety of ways and in greater depth than heretofore is necessary
to accomplish these goals. Apparently where non-white community
leadership knows what the Company is doing about equal employment
opportunity they like it, support it, and assist in its further
implementation. Conversely, where little is known the impressions
are negative, attitudes toward the Company are poor, and job
seeking patterns bypass our employment offices.
This places upon management in each locality a
respon¬
sibility for broadening our base of contact within the minority
community so that more people will understand our objectives
and methods and thus be able to accelerate the tempo and
improve
the effectiveness of minority recruitment.
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3. 2
Merely to increase the number of contacts, however,
is not the goal. It is rather to improve both number and
quality of contacts so that positive changes in community
attitudes will occur. This will not be an automatic outcome.
In fact, the rigidly structured and separate patterns of white
and negro life in most of our communities complicates communi¬
cations .
Without special care and preparation increased con¬
tacts could lead to increased ill feeling. It is the purpose
of this manual, therefore, to anticipate and help avoid some
of the possible pitfalls in an accelerated program of contacts
with minority community leaders.
The format is question and answer. The questions are
ones which might arise in the mind of the manager beginning a
community contact program. The answers are the result primarily
of experience and observation. They are not the only answers;
nor is any claim made for their infallibility. They will, how¬
ever, make some useful contribution to your thinking.
Question:
Answer:
Why me?
Because within your local community you represent
the Management of the Telephone Company. If
relations with any part of that community are to
be improved, it must be the result of effective
face-to-face contacts. You can provide information
most directly relevant to the local interests.
The success of the Community Contact program also
depends upon continuity. Someone on the scene and
in touch with local events can most readily seize
upon opportunities for improving relations with
the
minority community.
This does not rule out help from other
sources.
Both Area and Headquarters Staff Personnel are
available for assistance in case of need.
Question; Won't the attitudes of minority leaders be so
negative that any contact with them will be like
walking into a lion's den?
Answer: Not necessarily. Of course, there will certainly
be times when the effect of negative attitudes
will
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4. 3
be felt during these contacts. Were it not for
negative attitudes the contacts would be less
necessary.
It does not follow, however, that all minority
leaders are hostile to the Telephone Company on
all points. Those who severely criticize our
having few or no non-white employees nonetheless
believe our Company is a good place to work, that
the services we provide the community are superb,
and that there is an opportunity both for service
and a sense of status in telephone employment.
Even when attitudes are predominantly hostile the
Company needs to be aware of these attitudes and
their causes. Much more frequently than we en¬
counter hostility, we will encounter a skepticism
or cynicism, but just beneath its surface there is
also a sincere desire to help our Company in any
undertaking which has a reasonably good chance of
alleviating minority community problems.
Question: Won't I just be stirring up trouble?
v
Answer: Not at all. If trouble is discovered, it will not
be trouble that the contact created. It will rather
be trouble which was there all the time,
smouldering,
waiting to be set off.
If there is intense feeling in the community about
the Company's relations with the minority community,
it is better for us to learn about them through our
own efforts than to wait until they have built up
to major proportions.
You may expect that a principal concern in every
minority community is employment. The Negro com¬
munity has more than its share of unemployment and
historically, if not at present, discriminatory
limitations were placed upon the use of its talent.
As a result, he is better prepared now to believe
that companies continue to discriminate than to
believe they have adopted a sincere policy of equal
opportunity.
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Question:
Answer:
Question:
)
Answer:
Despite this he is eager to be persuaded that the
Equal Employment Opportunity program is real and
that opportunities to get a job and earn promotions
within the Telephone Company do exist.
How do I find out who the leaders are?
Some leaders have a way of getting public notice
because they are out in front of whatever effort
is underway to solve community problems. Their
names and pictures are in the newspapers in con¬
nection with club, fraternity, or civic activities.
This is one way of locating potential contacts.
Such leaders, however, are not the only ones. others,
perhaps not so well publicized, include persons who
have leadership roles because of their positions in
the community. professional men, owners of small
businesses, presidents or officers of clubs or
fraternal groups, persons active in PTA, chairmen
of committees, ministers, NAACP officials, elected
or appointed officers of government - all have some
leadership role in their community.
If you have Negro employees ask them who the com¬
munity leaders are, otherwise go out into the
community and talk with operators of small businesses
and others with whom you come into contact. The tele¬
phone book is usually a good source of community
leadership. Morticians, doctors, lawyers, and small
businessmen are listed there and may be an initial
source of information about community leadership.
Within schools, if there is a student organization,
those students who achieve leadership provide a
leadership group with whom a modified form of com¬
munity contact would be suitable.
How do I approach them? ' -
Assume that you have the name and address of a com¬
munity leader and have found some point at which
his interests and ours coincide. It is appropriate
then to send this community leader a letter indicating
how some services we have or some interests of ours
make it desirable for a Company representative and
the community leader to confer.
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6. 5
Question:
Answer:
The letter should be brief, but should give the
community leader some idea of the subject matter
to be discussed during the contact. Within two
or three days, if the community leader has had
time to receive the letter, it should be followed
up by telephone. At that time a specific appoint¬
ment can be made.
Care should be taken to consider the convenience of
both parties. There will be times when you will
consider it better to meet with a group of community
leaders rather than with one or two at a time. Such
meetings should have some pretty well established
agenda built around a Company film, a Company survey
report, an event like the opening of a new building,
or an open house in a central office, or something
of that kind.
What will we talk about?
Talk about mutual interests. Sometimes these mutual
interests will be directly related to the Company
but not always.
Some of your contacts may enjoy a good argument.
Use the insight and judgment that you exercise with (
your other contacts, and evaluate the contact and
your actions accordingly.
Care should be taken not to try to solve problems
at the outset. Initial contacts are primarily aimed
at exploring areas of agreement and, in general,
getting acquainted. Discussion on specific cases,
complaints, or problems should be undertaken in a
different environment.
While the Telephone employee may have some items in
mind which he wishes to discuss, his agenda should
be tentative. He should be ready to capitalize on
new material which the community leader may introduce
into the conversation. Listening will establish
communications more firmly and productively than
trying to tell our story before any readiness to hear
and understand it has developed within the community
leader.
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7. 6
Know the policies and procedures of the local
employment office. Know what vacancies are
available and the procedure for applying for
work. There will be questions 99% of the time
about employment possibilities.
Questions raised by the community leaders should
be answered fully and frankly if the manager has
the information and knows it has been cleared for
publication. Where the Telephone employee either
does not have the information or is uncertain whether
it has been cleared, he should honestly say so but
should also indicate that he will try to get the
needed information or clearance as soon as he can.
If the contact is in an area where few Negroes
are employed by the Company, do not try to hide
this. Suggested reply is that the Company is
looking for non-white applicants who meet the
standards and requirements for employment.
Often in these visits we may discover an opportunity
to be of service. The non-white community is not
always aware of the services offered by Bell. Be
aware of, and talk about, our lectures, films,
educa¬
tional aids, etc. They may have need for our film
programs, exhibits, or plant visitations as program
items for their club groups. More importantly, we
may gain entree to other minority community organi¬zations from which we may get applicants for our jobs.
Question: Under what circumstances should these contacts
occur?
Answer: This varies greatly according to the
circumstances.
We should be sensitive to the preferences of the
community leader. Where possible, we should go to
him rather than ask him to come to us.
If the community leader suggests that we come in
his home, we should be willing to do so but in a
majority of the instances, a luncheon or dinner
in
a suitable public place might be more
appropriate.
In some communities the minority leader might be
/ reluctant to go to certain places of public accom¬
modations. His reasons may include any or all of
the following;
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8. 7
He may object to the employment policy
of our business.
2
.
3
.
He may feel uncomfortable in the unfamiliar
surroundings.
He may be fearful of the censure of his
peers.
He may fear that he will be unwelcome.For all these reasons a great deal of attention
should be given to his own choice of a meeting
place. places we suggest, however, should be
places of a quality similar to what we would choose
for inviting any other community leader or any
management peer within the Company.
Question: How should I deal with my own sensitivity about
race?
Answer: Deal with it as honestly as you can. Everyone knows
that the separate patterns and styles of life of
white and non-white persons in America has created
barriers which may tend to make members of one group
somewhat ill at ease with members of the other
group.One should not feel guilty about that nor try to
hide the fact from himself. Self-examination will
provide insight as to how one may either alter his
prejudices or prevent their functioning disadvan¬
tageous^ in contacts with minority community leaders.
Remember, at all times, Negroes want jobs indicative
of their individual abilities and a fair chance to
succeed in their chosen fields.
Here are some common pitfalls to avoid:
1. Over Formality or Overly Elaborate Courtesy
Stiffly formal conduct toward a minority
leader
will impede the establishment of the warm and
friendly human exchange which is sought. It
will also indicate that there is discomfort
and
that the situation is strange and unusual. The
minority leader would probably conclude under
such circumstances that the same kind of stiff
formality or standoffishness would exist
within
the work force and would thus be hesitant
about
referring suitable applicants. 7/1/68

9. 8
Over familiarity should also be avoided. The
use of first names is desirable if mutually
agreed upon but one should avoid presumptions
which might offend.)
Refrain from using phrases such as
"on£._oiL_my:
best friends is a^Negro" or "I like Negroes".
Being honest, even Negroes do not like all
Negroes. Cultivate liking or disliking a
person not a race or religion. Remember, a
Negro, just as all people, wants to be accepted
on the basis of individual merit and not as a
stereotype of a mass.
Talking Down
Talking down is almost always interpreted as
contempt and gets us off to a poor start.
Refrain from using the words "boy" or "girl"
unless the text is completely clear. These
words have been used to degrade Negroes in the
past. The minority community leader is some¬
times far more sophisticated in his understanding
of community problems and of our problems than
we might assume from his outward indicatian of
"polish", "education", or "culture".
That is to say, although the minority community
leader's grammar may be faulty at times and his
behavior somewhat different from that of a Bell
executive, he may, nonetheless, have a sharp
mind and an acute intuitive understanding of
quite complex matters. Don't underestimate him.
Thinking in Stereotypes
There are a lot of "facts" which you may know
about minority groups based on statistics that
have been published about those groups. It is
dangerous, however, to assume that statistical
characteristics of the group define the
individual.
The local community leader will resent being dealt
with as though he is a piece of the mass of Negro
America rather than as an individual with leader¬
ship, responsibility, and in a leadership role.
Consequently, treat the minority leader as an
individual. Be cognizant of his responsibilities
to his group but don't identify him solely in
terms of that group.
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4. Familiar phrases
J
Sub-conscious, stereotypic thinking often
reveals itself in familiar phrases such as
"you people", or "your people", "your race",
etc. These phrases and others like them
signify a denial of the unique individuality
and human personality of the person and should
not be used.
Of course, it is assumed that no offensive
racial epithets will come out in the conversa¬
tion. The word negro, n-e-g-r-o, sounds best
when pronounced with a hard "o" at the end.
Pronouncing it so that it sounds like n-i-g-r-a-
h
or anything similar is almost always offensive.
Question:
Answer:
What does the Negro want to be called?
3 yi
The term "Negro is not always acceptable to members
of that race. Neither are such terms as "black",
"Afro-American", or "colored person" always acceptable.
We must remember that we are dealing with individuals
and not with races of people; and that personal likes
and dislikes must be recognized. It is always prefer¬
able to refer to the individual by name; and to omit
reference to race.
4T
Another abused and over-used term is "hard core".
This is a derogatory and collective term. It would
be much better to say underprivileged and/or
under¬
employed if a collective term must be used.
Question: What about interracial dating and mixed
marriages?
Answer: It would be unwise to discuss these matters as they
are extremely personal and are only the business
of
those directly involved.Question:
t
How can I evaluate or gauge the success or failure
of our contacts?
Answer: A successful contact generates:
1. A sense of warmth and communication which was
not there before.
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J
2. A mutuality of exchange and an understanding
of each others problems which was not there
before.
3. A successful contact improves both the
Telephone
employee's knowledge of the community and the
community leader's knowledge of the Company's
activity.
4. A successful contact leads to other contacts.
In this connection it might be well to prepare a
reference card for community leaders and organiza¬
tions. On each card each contact could be recorded,
together with the date and an estimate of the level
of communication achieved. Over the months this
card will be a good measure of the success of
entire
series of contacts with community leaders.
Out of these contacts may come some complaints. It
is important for us to listen to them with keen
interest and appreciation. Too often there is a
tendency to pass over complaints with superficial
explanations. This should be avoided.
Complaints should be listened to in detail. Where
the subject matter does not fall within the purview
of our employee, we should attempt to find what
person within the Company handles such concerns and
refer it to that person. Make an appropriate follow¬
up subsequently to see that an adjustment or
explana¬
tion has been made.
Question: Where can I get help other than from this manual?
Answer: There are many Company publications which relate to
the problem. In fact, the items in this manual are
not new. The writer has drawn liberally upon the
Interdepartmental Customer Relations' Handbook and
upon the Share Owner Interview program. Both of
these contain more detailed guidelines for
contacts
with community leaders.
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12. 11
Question:
4
Answer:
EXHIBIT
A
EXHIBIT
B
EXHIBIT
C
EXHIBIT
D
EXHIBIT
E
If knowledge about the sociological aspects of the
minority situation is desired, a number of books
are available such as Crisis in Black and White by
Charles Silberman, The Negro and Employment Opportunity
by Northrup and Rowan, The Management of Racial Integra¬
tion in Business by George F. Doriot, published by
the McGraw-Hill Book Company.
(Copies of these books are available in the Area
Lending Library)
If consultation is desired, this Area has a Plans
for progress Committee which is competent in this
area and personnel people who can be of assistance.
The Community Contact program is only one other
dimension of the management job. It, more than
any other part, can bolster the manager's reputa¬
tion of being a good citizen in the community
contributing time and leadership to community
betterment. It can also be of great value to the
manager in that it can assist him in developing the
skills of relating to people, listening to them,
evaluating their comments and complaints, and gaining
a better understanding of the effect of Company
policies and practices upon his local community.
Who are the influential members of the minority group
in my community that I should know?
Attached are lists of individuals and organizations.
You should arrange to keep the lists up-to-date as
you find changes. New information should be ex¬
changed with Mr. I. C. Rhodes, Extension 5124.
: Pittsburgh-Northside-Homewood-Brushton-Braddock-
Homestead
: Western Area - Other Than Pittsburgh
: Groups Conducting Intergroup Relations programs In
The Pittsburgh Area
: Local Intergroup, Fair Housing Or Relation
Organizations
: Human Relations Commissions and Councils in
Pennsylvania 7/1/68