Managing Negative Perceptions
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The document discusses strategies for managing public perception and mitigating negative press, emphasizing the importance of quotable quotes, accurate reporting, and alignment of story angles with organizational messages. It suggests utilizing third-party experts and direct stakeholder engagement while developing parallel information plans to support media strategies. Additionally, it highlights the significance of listening and understanding in effective communication.
Managing Negative Perceptions
- 1. Managing Public Perception and Avoiding (?) Negative PressBoyd Neil boyd.neil@hillandknowlton.cawww.boydneil.com@boydneil
- 5. what Reporters Reportnews (?)
- 6. supporting data and examples
- 9. controversy (both sides always)‘boxing’ negative mediaagree what media ‘success’ means in a controversial environment
- 10. story reported accurately (defined realistically)
- 11. story angle aligned more or less with yours
- 12. key messages are prominent
- 13. you’re not quoted as saying anything negative or counterproductive
- 15. strong, clear and sympathetic to stakeholder concerns‘boxing’ negative mediahelp others speak for you
- 16. third-party experts, supportive citizen activists, bureaucrats and politicians
- 17. media will look for them anyway
- 18. go direct to stakeholders
- 19. a media story is always filtered
- 20. develop stakeholder information and engagement plans in parallel with media plan
- 21. provide alternative/easily accessible sources of information
- 22. use your website
- 23. use social media
- 26. 55%89%65%Cision /Masters Degree Program in Strategic Public Relations at George Washington University, 2009Survey of 371 journalists
- 29. The new advocacyA (r)evolution in Civic Engagement
- 31. “The heart of dialogue is a simple but profound capacity to listen. Listening requires we not only hear the words, but also embrace, accept and gradually let go of our own inner clamoring.” William Isaacs
- 32. William Isaacs, Dialogue: The Art of Thinking Together, 1999
Editor's Notes
- #14: Recognize that without opposers, there can be no correction . . . Advocates provide valueRecognize that consultation is something you do with people, not to themConduct stakeholder engagement consistent with principles of ‘dialogue’
- #16: Trust is. . . an outcome, more than an originTrust is. . . based on shared values and norms that are expressed in a concrete social relationship Trust is. . . founded on interaction and reciprocityTrust is. . . something you can diminish if you are opportunistic Trust is. . . not a one-way streetTrust can be depleted and built but depends on engagement(To paraphrase Frances Fukuyama)
- #18: VoicingBe clear about what needs to be saidListeningWithout resistance or impositionRespectingBe aware of integrity of the other’s positionBe aware that you can’t fully understand that positionSuspendingAssumptions, judgment, certainty