This document discusses communicating corporate social responsibility (CSR) to skeptical stakeholders. It outlines that while corporations are increasingly engaging in CSR, aggressively publicizing these efforts can backfire if perceived as "greenwashing". The key challenges for managers are to minimize skepticism without accusations of overpromotion. The document recommends engaging with media, addressing issues directly, ensuring CSR is complementary to business, controlling communication conditions, and maintaining integrity to authentically convey CSR efforts.

1. COMMUNICATING
CORPORATE
SOCIAL RESPONSIBILITY
TO A CYNICAL PUBLIC
PRESENTED BY ANDREW WALKER

2. DEFINITIONS
Communicating Corporate Social Responsibility to a Cynical Public
1. CSR – Corporate Social Responsibility (also called
corporate conscience, corporate citizenship or sustainable
responsible business/ responsible Business) is a form of
corporate self-regulation integrated into a business model.
2. Boomerang Response – the unintended consequences of
an attempt to persuade resulting in the adoption of an
opposing position instead.
3. Greenwashing – the use of environmentalism or green
credentials to suggest that a company’s policies and products
are environmentally friendly. Describes public relations aimed
at giving the false impression that a corporation is genuinely
engaged in CSR.
4. PR – Public Relations is the practice of managing the
spread of information between an organization and the public.
Andrew Walker | 2

3. OVERVIEW
Communicating Corporate Social Responsibility to a Cynical Public
• Corporations are increasingly engaging in CSR activities
• Aggressive publicity of CSR can solicit a negative reaction
from stakeholders
• Most stakeholders cannot directly witness a corporation’s CSR
policies or initiatives and rely on the corporation’s reporting
• Key Challenge for Managers: Minimize stakeholder
skepticism and communicate CSR achievements without being
accused of greenwashing
• Findings Indicate: Many beliefs about the risks associated
with CSR communication are exaggerated
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4. ENGAGE THE MEDIA
Communicating Corporate Social Responsibility to a Cynical Public
• Common Belief: Media outlets are “out to get” companies and
are more interested in bad news than good
• Instead of fearing the media, engage with the media and
explain corporate positions and activities
• If managers avoid the media, the organization’s story will
remain silent, or someone else may tell it incorrectly
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5. THE PUBLIC
Communicating Corporate Social Responsibility to a Cynical Public
• There has been growing interest in CSR activities in recent
years, and the public is better equipped to understand CSR-related
actions and issues
• The public often asks for more information about CSR actions
• “Nowadays, there is fairly widespread knowledge of these
subjects within the media and among opinion leaders.”
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6. DIRECTLY ADDRESS ISSUES
Communicating Corporate Social Responsibility to a Cynical Public
• Failing to address major problems directly and promptly can
compound the damage to the company’s reputation
• Respond to what stakeholders are asking for
• “If you communicate what people are asking for, it is more
difficult to be accused of greenwashing and PR.”
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7. COMPLIMENTARY CONTENT
Communicating Corporate Social Responsibility to a Cynical Public
• Stakeholders can be skeptical if everything seems too good to
be true and interpret that as a sign that the company is hiding
something
• CSR activities should not be portrayed as the organization’s
sole purpose
• Integrated CSR activities within the company’s business can
demonstrate that profit is not pursued without consideration for
society
• “CSR engagements should be complimentary content to
your main communication activities.”
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8. CONTROL THE CONDITIONS
Communicating Corporate Social Responsibility to a Cynical Public
• Comments can be taken out of context either because there
was no explanation when needed, or because the wrong
media outlet was used
• For example: A radio or TV show that does not allow time for
participants to elaborate or put their actions in context may not
be a good channel for communicating complex CSR issues
• Managers should aim to create conditions that allow them to
place CSR actions into context and customize messages for
specific audiences with varied levels of familiarity with CSR
• Magazine inserts and well-designed websites allow a company
to expand on actions through longer narratives
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9. THE WHOLE ORGANIZATION
Communicating Corporate Social Responsibility to a Cynical Public
• Stakeholders interact with the organization as a whole,
therefore the entire organization should set a visible example
of the CSR being communicated
• It only takes a few people giving the wrong impression to undo
the work of communication managers
• While the communication department tells the world about a
corporation’s CSR activities, the rest of the organization must
show the world it believes this same message
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10. MAINTAIN INTEGRITY
Communicating Corporate Social Responsibility to a Cynical Public
• Too often companies try to cover up (greenwash) CSR
deficiencies through CSR communication
• Any organization exaggerating the amount or extent of their
CSR activities can easily delegitimize existing CSR initiatives
• Before communicating, ensure the organization’s actions agree
with the message intended to be communicated
• If the organization has sound CSR practices, they can easily
be communicated, but the communications department cannot
communicate what doesn’t exist
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11. CONCLUSIONS
Communicating Corporate Social Responsibility to a Cynical Public
• Exaggerated CSR claims are very transparent to the public
and will always cause more damage than maintaining
integrity
• Media engagement and external communication is key to
sharing CSR activities
• Engaging in excessive levels of CSR activity
communication can invite cynicism from stakeholders
• Given they cannot control all of the company’s decisions,
managers communicating CSR must be aware of the risks
they are susceptible to
• The whole organization communicates through its actions
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