Samenvatting PR – Master CW
Session 1: Introductions
Session 2: Crisis communication Theme session
Session 3: Crisis communication in-depth
Session 4: Media Effects Theme session
Session 5: Media Effects in-depth
Session 6: CSR Theme session
Session 7: CSR communication in-depth
Session 8: Social Media Theme session
Session 9: Social Media n-depth
Session 10: Internal communication Theme session
Session 11: Internal communication in-depth
Week 1
Session 1: Introduction
5 fundamental themes in Public Relations and Strategic Communication
1. Crisis communication: How organizations frame communication in order to limit the damages
from crisis, depending on the origin of the crisis
2. Media effects: How does the media influence public opinion and how can organizations
influence the media agenda
3. Corporate social responsibility: What are an organization’s responsibilities beyond profit and
how can they be effectively communicated to the public
4. Social media: How can organizations use social media so as to build and maintain a
relationship with their relevant audiences
5. Internal communication: How should organizations facilitate communication with and within
their employees in a way that fosters a positive environment
Public Relations: what is it?
• Managing of Communication of an organization, e.g., negotiation of points of views and
bridging interests (Grunig)
• The development of relationships to help communicate about an organization, an issue, a
person or a product (Gordon)
• Management of a mutual understanding between an organization and its publics (Cutlip)
,Week 2
Session 2: Crisis communication Theme session
part 1 crisis
What is a crisis?
A crisis is a turning point in a situation, where an important change takes place, that could determine
a negative outcome. For organizations, crises include:
• Natural crises (floods, earthquakes, fires)
• Political crises (corruption, changes in government)
• Internal crises (misconduct, abuse)
A crisis is the perception of an unpredictable event that threatens important expectancies of
stakeholders related to health, safety, environmental, and economic issues, and can seriously impact
an organization’s performance and generate negative outcomes (Coombs, 2015).
or
A crisis is “an untimely but predictable event that has actual or potential consequences for
stakeholders” interests as well as the reputation of the organization suffering the crisis’ (Millar &
Heath, 2004, p. 64).
Predictable or unpredictable?
• Crisis can be both predictable/expected (e.g., the company sells low quality products) or
unpredictable/unexpected (e.g., natural disasters).
• But crisis are, for me most part, ubiquitous and unsurprising: crises occur in all industries,
social contexts, and organizational structures.
Crisis are complex and multifaceted
Je kunt een crisis van meerdere kanten bekijken (zoals 6 blinden met
een olifant)
Stakeholders
Stakeholders in a crisis can be defined as individuals, groups, communities or organizations, who may
affect, be affected by or perceive themselves to be affected by the crisis.
Why stakeholders?
• Interest around stakeholders comes from stakeholder theory, an economic theory that posits
that organizations are embedded in a series of relationships with other organizations,
communities, and institutions such as governments.
➔ According to this theory, the goal of an organization should be the mediation of
everyone’s interests (and not just making a profit).
➔ “an organization’s success is dependent on how well it manages the relationships with
key groups such as customers, employees, suppliers, communities, financiers and others
that can affect the realization of its purpose” (R. Edward Freeman & Phillips, 2002).
,Stakeholder classification: why and how?
Organizations as networks
De meeste organisaties, of het nu NGO’s of commerciële bedrijven zijn,
maken deel uit van een netwerk van relaties met mensen binnen en
buiten de organisatie. Bij het nadenken over hoe te reageren op een
crisis, moeten organisaties begrijpen:
• which stakeholders are affected
• how seriously they are affected
• what are the consequences of the stakeholders being affected
• ...this requires a classification.
Stakeholder management
At the center of establishing and maintaining relationships with stakeholders is communication
(opbouwen + behouden relaties). Organizations should:
• Be aware of whom to relate to (contacteren) in case of a crisis
• Involve stakeholders in pre-crisis preparedness, for crises that can be prevented
• Establish appropriate communication channels for each stakeholder
Stakeholder management
Primary vs. Secondary stakeholders Internal vs. External Stakeholders
Organizational linkage
, Matrix model
Interest = how involved stakeholders are in the crisis
Power & Influence = how many other stakeholders can they influence
Stakeholder attitude mapping
Stakeholder classification: how to use?
→Voorbeeld: Babboe cargo bikes
Primary vs. Secondary stakeholders Internal vs. External Stakeholders
Session 1: Introductions
Session 2: Crisis communication Theme session
Session 3: Crisis communication in-depth
Session 4: Media Effects Theme session
Session 5: Media Effects in-depth
Session 6: CSR Theme session
Session 7: CSR communication in-depth
Session 8: Social Media Theme session
Session 9: Social Media n-depth
Session 10: Internal communication Theme session
Session 11: Internal communication in-depth
Week 1
Session 1: Introduction
5 fundamental themes in Public Relations and Strategic Communication
1. Crisis communication: How organizations frame communication in order to limit the damages
from crisis, depending on the origin of the crisis
2. Media effects: How does the media influence public opinion and how can organizations
influence the media agenda
3. Corporate social responsibility: What are an organization’s responsibilities beyond profit and
how can they be effectively communicated to the public
4. Social media: How can organizations use social media so as to build and maintain a
relationship with their relevant audiences
5. Internal communication: How should organizations facilitate communication with and within
their employees in a way that fosters a positive environment
Public Relations: what is it?
• Managing of Communication of an organization, e.g., negotiation of points of views and
bridging interests (Grunig)
• The development of relationships to help communicate about an organization, an issue, a
person or a product (Gordon)
• Management of a mutual understanding between an organization and its publics (Cutlip)
,Week 2
Session 2: Crisis communication Theme session
part 1 crisis
What is a crisis?
A crisis is a turning point in a situation, where an important change takes place, that could determine
a negative outcome. For organizations, crises include:
• Natural crises (floods, earthquakes, fires)
• Political crises (corruption, changes in government)
• Internal crises (misconduct, abuse)
A crisis is the perception of an unpredictable event that threatens important expectancies of
stakeholders related to health, safety, environmental, and economic issues, and can seriously impact
an organization’s performance and generate negative outcomes (Coombs, 2015).
or
A crisis is “an untimely but predictable event that has actual or potential consequences for
stakeholders” interests as well as the reputation of the organization suffering the crisis’ (Millar &
Heath, 2004, p. 64).
Predictable or unpredictable?
• Crisis can be both predictable/expected (e.g., the company sells low quality products) or
unpredictable/unexpected (e.g., natural disasters).
• But crisis are, for me most part, ubiquitous and unsurprising: crises occur in all industries,
social contexts, and organizational structures.
Crisis are complex and multifaceted
Je kunt een crisis van meerdere kanten bekijken (zoals 6 blinden met
een olifant)
Stakeholders
Stakeholders in a crisis can be defined as individuals, groups, communities or organizations, who may
affect, be affected by or perceive themselves to be affected by the crisis.
Why stakeholders?
• Interest around stakeholders comes from stakeholder theory, an economic theory that posits
that organizations are embedded in a series of relationships with other organizations,
communities, and institutions such as governments.
➔ According to this theory, the goal of an organization should be the mediation of
everyone’s interests (and not just making a profit).
➔ “an organization’s success is dependent on how well it manages the relationships with
key groups such as customers, employees, suppliers, communities, financiers and others
that can affect the realization of its purpose” (R. Edward Freeman & Phillips, 2002).
,Stakeholder classification: why and how?
Organizations as networks
De meeste organisaties, of het nu NGO’s of commerciële bedrijven zijn,
maken deel uit van een netwerk van relaties met mensen binnen en
buiten de organisatie. Bij het nadenken over hoe te reageren op een
crisis, moeten organisaties begrijpen:
• which stakeholders are affected
• how seriously they are affected
• what are the consequences of the stakeholders being affected
• ...this requires a classification.
Stakeholder management
At the center of establishing and maintaining relationships with stakeholders is communication
(opbouwen + behouden relaties). Organizations should:
• Be aware of whom to relate to (contacteren) in case of a crisis
• Involve stakeholders in pre-crisis preparedness, for crises that can be prevented
• Establish appropriate communication channels for each stakeholder
Stakeholder management
Primary vs. Secondary stakeholders Internal vs. External Stakeholders
Organizational linkage
, Matrix model
Interest = how involved stakeholders are in the crisis
Power & Influence = how many other stakeholders can they influence
Stakeholder attitude mapping
Stakeholder classification: how to use?
→Voorbeeld: Babboe cargo bikes
Primary vs. Secondary stakeholders Internal vs. External Stakeholders
