The document discusses principles of strategic communication based on lessons learned from previous DoD efforts. It defines strategic communication as synchronizing words and deeds with consideration of how they will be perceived by audiences. It emphasizes that strategic communication must be leadership-driven, credible, based on deep understanding of audiences, involve dialogue to build relationships, be pervasive in all actions and words, achieve unity of effort, be results-based to achieve specific outcomes, be responsive to the right audience and timely, and be continuous through ongoing research, analysis, planning, execution and assessment.
Strategic communication, news media and influencePOLIS LSE
Slides for a presentation to the NATO defence college in Rome in March 2017 looking at the news and social media context and how it is becoming more networked. It looks at the positive and negative aspects of digital change and the structural shifts in communication, especially in journalism and its consumption and dissemination.
The Convergence of Strategic Communications, Public Relations, and Public Di...StratCommSummit
The role of the contemporary strategic communications or chief communications officer has evolved to include a diverse array of skills and responsibilities. Today, expectations for the CCO demand new knowledge and enterprise-wide engagement. Robert Hastings, chief of staff at Bell Helicopter and former U.S. Asst. Secretary of Defense for Public affairs explains the evolution to strategic communications. Mr. Hastings will be a panelist at the Int'l Summit on Strategic Communications in London on Sept. 11-12, 2014 at the University of Greenwich. http://strategicsummit.co.uk
Strategic Communication: A Department of Defense Perspective. Robert HastingsRobert T. Hastings
Presentation by Robert Hastings, former Assistant Secretary of Defense for Public Affairs, at Leeds University for the European PR Education and Research Association annual congress.
WRI’s Global Restoration Initiative hosts a webinar on the Institute’s first guidebook, Mapping Social Landscapes: A Guide to Identifying the Networks, Priorities, and Values of Restoration Actors. Participants explore how mapping your social landscape can help build stronger local environmental movements.
What is Advocacy? An Advocacy Guide for Women's Rights AdvocatesDr Lendy Spires
An Advocacy Guide for Feminists Advocacy is a type of engagement designed to bring about change. This primer describes ‘Feminist Advocacy’ and how gender equality advocates can use it most effectively. means What is Advocacy? Advocacy is an umbrella term that describes various strategies – including campaigning, lobbying, research/communication and alliance-building – that are used to influence decision-makers and policies.
Advocacy is engagement aimed at bringing about change. “Advocacy must be based on an analysis of what needs to be changed and why... this analysis must be feminist because only feminism gives an analysis of patriarchy and how it is linked to the structures and relationships of power between men and women that perpetuate violence, poverty — the crises that confront us.” - Peggy Antrobus, Founder of DAWN, a leading feminist network in the global South Is there a ‘‘‘‘Feminist’’’’
Way to do Advocacy? ways&Doing advocacy in a feminist way One suggestion is that feminist would imply infusing advocacy advocacy seeks to place women’s strategies with feminist values. rights into a framework that promotes It would seek to advance women’s four core values: the belief in equality; rights and address the effects of the belief in gender justice in all its policies, laws, corporate behaviour different dimensions; the universal and other processes on the lives of sanctity of human rights; and the women around the world. Ideally, flexibility to make alliances and realize it would be intimately connected to the fluidity of circumstances and and grounded in local struggles, and partnerships.
Another suggestion it would establish its legitimacy and is that feminist advocacy, when it is take direction from those who are grounded in feminist political analysis, experiencing injustices and inequalities is the daily work of gender equality within our communities. advocates. What feminist advocacy looks like in As a starting point, we can practice, however, remains less certain. conceptualize feminist advocacy as 1 ...
Strategic communication, news media and influencePOLIS LSE
Slides for a presentation to the NATO defence college in Rome in March 2017 looking at the news and social media context and how it is becoming more networked. It looks at the positive and negative aspects of digital change and the structural shifts in communication, especially in journalism and its consumption and dissemination.
The Convergence of Strategic Communications, Public Relations, and Public Di...StratCommSummit
The role of the contemporary strategic communications or chief communications officer has evolved to include a diverse array of skills and responsibilities. Today, expectations for the CCO demand new knowledge and enterprise-wide engagement. Robert Hastings, chief of staff at Bell Helicopter and former U.S. Asst. Secretary of Defense for Public affairs explains the evolution to strategic communications. Mr. Hastings will be a panelist at the Int'l Summit on Strategic Communications in London on Sept. 11-12, 2014 at the University of Greenwich. http://strategicsummit.co.uk
Strategic Communication: A Department of Defense Perspective. Robert HastingsRobert T. Hastings
Presentation by Robert Hastings, former Assistant Secretary of Defense for Public Affairs, at Leeds University for the European PR Education and Research Association annual congress.
WRI’s Global Restoration Initiative hosts a webinar on the Institute’s first guidebook, Mapping Social Landscapes: A Guide to Identifying the Networks, Priorities, and Values of Restoration Actors. Participants explore how mapping your social landscape can help build stronger local environmental movements.
What is Advocacy? An Advocacy Guide for Women's Rights AdvocatesDr Lendy Spires
An Advocacy Guide for Feminists Advocacy is a type of engagement designed to bring about change. This primer describes ‘Feminist Advocacy’ and how gender equality advocates can use it most effectively. means What is Advocacy? Advocacy is an umbrella term that describes various strategies – including campaigning, lobbying, research/communication and alliance-building – that are used to influence decision-makers and policies.
Advocacy is engagement aimed at bringing about change. “Advocacy must be based on an analysis of what needs to be changed and why... this analysis must be feminist because only feminism gives an analysis of patriarchy and how it is linked to the structures and relationships of power between men and women that perpetuate violence, poverty — the crises that confront us.” - Peggy Antrobus, Founder of DAWN, a leading feminist network in the global South Is there a ‘‘‘‘Feminist’’’’
Way to do Advocacy? ways&Doing advocacy in a feminist way One suggestion is that feminist would imply infusing advocacy advocacy seeks to place women’s strategies with feminist values. rights into a framework that promotes It would seek to advance women’s four core values: the belief in equality; rights and address the effects of the belief in gender justice in all its policies, laws, corporate behaviour different dimensions; the universal and other processes on the lives of sanctity of human rights; and the women around the world. Ideally, flexibility to make alliances and realize it would be intimately connected to the fluidity of circumstances and and grounded in local struggles, and partnerships.
Another suggestion it would establish its legitimacy and is that feminist advocacy, when it is take direction from those who are grounded in feminist political analysis, experiencing injustices and inequalities is the daily work of gender equality within our communities. advocates. What feminist advocacy looks like in As a starting point, we can practice, however, remains less certain. conceptualize feminist advocacy as 1 ...
it is a good slide made by us for our Business Communication course's presentation. communication challenges is very useful to understand for students to have an effective learning by this slide.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Managing the President’s Communication - Bolaji OkusagaBolaji Okusaga
Communication is central to good governance. Under the Presidential system, all executive powers devolve from the President, hence, there really should not be a Minister of Information. Information and Communication on policy and actions of government should be owned and managed from the Presidency while Ministers are merely designated as Spokespersons primed and prepared to reflect the policy and actions of the Presidency as regards their Ministry.
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Christine Madsen
Starting with a definition of “digital strategy” (“a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world”), this report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
Athenaeum21 was engaged by Concordia University in April 2018 and has undertaken this work for their Digital Strategy Committee who have been charged “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Megan Hurst
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen.
A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
A series of actions advancing a principle or tending toward a particular end.Stages of Building Advocacy Campaign are Planning, Implementation, Execution, Evaluation.
it is a good slide made by us for our Business Communication course's presentation. communication challenges is very useful to understand for students to have an effective learning by this slide.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Managing the President’s Communication - Bolaji OkusagaBolaji Okusaga
Communication is central to good governance. Under the Presidential system, all executive powers devolve from the President, hence, there really should not be a Minister of Information. Information and Communication on policy and actions of government should be owned and managed from the Presidency while Ministers are merely designated as Spokespersons primed and prepared to reflect the policy and actions of the Presidency as regards their Ministry.
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Christine Madsen
Starting with a definition of “digital strategy” (“a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world”), this report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
Athenaeum21 was engaged by Concordia University in April 2018 and has undertaken this work for their Digital Strategy Committee who have been charged “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Digital Strategy Environmental Scan for the Concordia University Digital Stra...Megan Hurst
Athenaeum21 (A21) is pleased to announce the public release of the “Digital Strategy Environmental Scan” report. The report was commissioned by the Concordia University Digital Strategy Committee, and has been publicly shared via its website. The committee is charged with creating a path-breaking digital strategy for Concordia University and has undertaken work “to determine what actions we need to take to become a next-generation university that embraces the digital reality of our students, faculty, researchers, staff and life in general.”
Concordia University selected A21 to research higher education institutions’ and industries’ approaches to strategically managing all aspects of digital transformation. The committee charged A21 with conducting a broad and deep examination of how and why digital strategies in a range of organizations succeed, and also why they “fail.” A21 conducted a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital literacy in higher education, non-profits, and corporations. Interviewees included Dr. Jill Leafstedt, of Teaching and Learning Innovations, California State University, Channel Islands; digital literacy researcher and expert Dr. Monica Bulger; Michael Edson of the UN Live Museum; Dr. Gerald Kane, digital transformation researcher and professor of business at Boston College; Daniel Greenstein of the Bill and Melinda Gates Foundation; Dr. Melissa Highton, of the University of Edinburgh; Sarah Knight, Jisc; and Tore Burheim, University of Bergen.
A21 defines “digital strategy” as “a plan of action for the adoption of institutional processes and practices to transform the organization and culture to effectively and competitively function in an increasingly digital world.” The report provides examples of successful practices undertaken by organizations actively managing digital transformation in Canada, the United States and Europe, as well as examples of so-called “failure.” The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that A21 identified during the research phase: People, Culture, Leadership, Organizational Alignment, followed by Data, and Technology.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
A series of actions advancing a principle or tending toward a particular end.Stages of Building Advocacy Campaign are Planning, Implementation, Execution, Evaluation.
Mailcamp presentation about launching a government agency from a digital comms perspective. Lessons learned and best practices. http://mailcamp.ukgovcamp.com/
Storify play by play: http://storify.com/UKGovCamp/mailcamp-2013-live
PRO285 Public Relations in SocietySocial media Topic 9.docxsleeperharwell
PRO285
Public Relations in Society
Social media
Topic 9
Lecture objectives
• To introduce social media and its impact on
public relations
• To suggest that communication takes place in a
dynamic environment that poses new challenges
for professional communicators
• To identify some of these challenges for
communicating in an online environment
• To consider the implications for the ways we
conceptualise public relations and its role in
society
Introduction
• “‘Social media’ is the term commonly given to
Internet and mobile-based channels and tools
that allow users to interact with each other and
share opinions and content. As the name
implies, social media involves the building of
communities or networks, encouraging
participation and engagement.” (CIPR 2011 p. 4)
Challenges of the online
environment
• Challenges of the online environment
Conversations in the public domain
Publics become active rather than passive
Direct rather than mediated information flows
• Strategic media management
Publicity model vs relationship model
Digital media and channels
Website metrics and digital media KPIs
Understanding social media and
public relations – industry
attitudes
• Public relations practitioners were slow to
embrace new media and social media
• Barriers include staff, time, budget, along with a
lack of training and a fear of technology
• Practitioners trial social media for personal use
before adopting it in professional practice
• Practitioners increasingly use some form of
social media as part of public relations activity
Understanding social media and
public relations – theoretical
approaches
• Is social media really an opportunity for public
relations to ‘reinvent’ itself with a renewed focus
on dialogue and engagement? Or has nothing
really changed?
• With social media, public relations is a
distributed function performed by many people
in an organisation (Kelleher, 2009).
• There is a tension between organisational or
corporate voices and personal voices via social
media.
Publics and social media
• 78% of Australians use the internet, a figure
comparable with Singapore, Japan and the UK
(Fitch, 2012).
• However, internet access varies depending on
age, income, education and geographical
location.
• Social media allows geographically dispersed
publics to organise around a common issues.
Challenges for organisations
• The 24/7 commitment to social media erodes
professional and personal boundaries.
• Traditional approval processes are inappropriate
for social media, particularly in dynamic
situations.
• Organisations should develop clear policies and
procedures around social media use
(Macnamara, 2011).
• Much communication takes place online and
therefore creates new challenges for
practitioners.
Legal and ethical issues
• Social media challenges traditional notions of
copyright and ownership, exposing legislative
grey areas (Breit, 2007).
• Int.
Ann Oper Res (2016) 23615–38DOI 10.1007s10479-014-1578-6.docx
STRATCOM Leeds PRESENT
1. Ro b e r t H a st i n g s
A c t i n g A s s i sta nt S e c reta r y o f D efe n s e ( P u b l i c A f fa i rs )
2 0 0 8 - 2 0 0 9
Principles of
STRATEGIC COMMUNICATION
2.
3.
4.
5. Strategic Communication
The Information Environment is Changing…… Every Day
• Traditional channels are less trusted than new media
• Media coverage is a fact of life
• There is no longer a news cycle – reporting is instantaneous
• Thru news reporting, tactical actions can have immediate
strategic consequences
• We are competing with many voices
• Technology equalizes big and small voices
• New media and new journalism are here NOW
• Information operations are continuous – there is no end for
information engagements
6. Report of the Defense Science Board Task Force on Strategic
Communication; 2004
QDR Strategic Communication Execution Roadmap; 2006
U.S. National Strategy for Public Diplomacy and Strategic
Communication; 2007
DoD Principles of Strategic Communication; 2008
DoD Strategic Communication Joint Integrating Concept; 2009
DoD Report on Strategic Communication; 2009
USG National Framework for Strategic Communication; 2010
US Strategic Communication Roadmap
7. Strategic Communication
“To succeed, we must understand the United States is engaged in
a generational and global struggle about ideas, not a war between
the West and Islam. It is more than a war against the tactics of
terrorism. We must think in terms of global networks, both
government and non-government. If we continue to concentrate
primarily on states ([i.e.,] 'getting it right' in Iraq, managing the next
state conflict better), we will fail.
Strategic communications require sophisticated methods that map
perceptions and influence networks, identify priorities, formulate
objectives, develop themes and messages, leverage new strategic
and tactical dynamics and, ultimately, monitor success.”
Dr. William Schneider
Chairman, Defense Science Board
8. US Government Definition
The synchronization of words and deeds
with active consideration of how they will be
perceived by selected audiences;
Programs and activities deliberately aimed
at communicating and engaging with
intended audiences, including those
implemented by public affairs, public
diplomacy, and information operations
professionals.
National Framework for Strategic Communication
March 2010
Strategic Communication
9. A key lesson from previous DoD efforts to conceptualize and
organize for effective strategic communication is that processes
intended to develop separate and distinct strategic
communication priorities, plans, or organizations are ineffective
when divorced from other planning processes.
Some in DoD are increasingly using the term "strategic
engagement and communication" instead of the term "strategic
communication," as the latter term is often misinterpreted to imply
a narrower concern with media, messaging, and traditional
"communications" activities.
Department of Defense
Report on Strategic Communication
December 2009
Strategic Communication
10. The strategic communication process is designed to
synchronize - and thus maximize the impact of -
efforts to achieve one or more of the following:
Improve U.S. credibility and legitimacy;
Weaken an adversary's credibility and legitimacy;
Convince selected audiences to take specific actions
that support U.S. or international objectives;
Cause a competitor or adversary to take (or refrain
from taking) specific actions.
Strategic Communication Joint Integrating Concept; 2009
Strategic Communication
11. Four instruments used to deliver Strategic Communication:
Public diplomacy; activities that seek through the exchange of
people and ideas to build lasting relationships and receptivity to a
nation’s culture, values, and policies.
Public affairs; communication activities intended primarily to
inform and influence audiences through news media and public
information.
International broadcasting services: funded government
programs to transmit news, information, public affairs programs,
and entertainment to global audiences via a variety of means.
Information operations; associated military activities which
include computer network operations, electronic warfare,
operational security, military deception, and PSYOP.5
Strategic Communication Joint Integrating Concept; 2009
Strategic Communication
12. Gentle/Indirect Forceful/Direct
Inform Educate Influence/Advocate Induce/Coerce
PSYOPS
The Information Spectrum
MIL
DEC
Info Operations
PSYOPS
Public Diplomacy
Public Diplomacy
Public Affairs
13. Strategic Communication
“Strategic communication should be an enabling function that
guides and informs our decisions and not an organization unto
itself. Rather than trying to capture all communication activity
underneath it, we should use it to describe the process by which we
integrate and coordinate.
To put it simply, we need to worry a lot less about how to
communicate our actions and much more about what our actions
communicate. I also hope we learn to be more humble, to listen
more. Because what we are after in the end—or should be after—
are actions that speak for themselves, that speak for us. What we
need more than anything is credibility.
And we can’t get that in a talking point.”
Admiral Mike Mullen
Chairman, Joint Chiefs of Staff
16. Leadership-Driven.
Leaders must decisively
engage and drive the
Strategic
Communication process.
Credible. Perception of
truthfulness and respect
between all parties.
Principles of Strategic Communication
17. Understanding. Deep
comprehension of
attitudes, cultures,
identities, behavior,
history, perspectives and
social systems.
Dialogue. Multi-faceted
exchange of ideas to
promote understanding
and build relationships.
Principles of Strategic Communication
18. Pervasive. Every action,
image, and word sends a
message.
Unity of Effort. Integrated
and coordinated, vertically
and horizontally.
Results-Based. Actions to
achieve specific outcomes
in pursuit of a well-
articulated endstate.
Principles of Strategic Communication
19. Responsive. Right
audience, right message,
right time, and right
place.
Continuous. Diligent
ongoing research,
analysis, planning,
execution, and
assessment that feeds
planning and action.
Principles of Strategic Communication
20. A New Breed of Communicator………must
• Exert influence at the front end
• Work every channel
• Listen, understand, know audiences
• Shape environment
• Act first and communicate first
• Research, assess and measure
• Work as part of the leadership team
• Embrace technology
• Ride the wave of change
• Be resilient, agile and fast
• Deliver results
Strategic Communication
21. Principles of Strategic Communication
Robert Hastings
Robert.T.Hastings@gmail.com.
“The newest computer can merely compound, at speed, the oldest problem in the relations between human beings,
and in the end the communicator will be confronted with the old problem, of what to say and how to say it.”
Edward R. Murrow