It's a pretty scary world we work in these days. Public relations activities of influence -- and that includes such simple activities as communications meant to educate -- are being closely scrutinized. The general public is on our case . . . the news media is on our case . . . even we are on our own case.
At a time when the public relations profession is most needed, at a time when institutions and values are being attacked from all sides, we are taking our lumps -- and mighty big lumps they are.
"Spin doctors," "PR ploy," "PR maneuver," "PR effort" -- these denigrating epithets abound in the news media and in normal, daily conversations between normal, educated citizens. More and more, people are paying attention to what we as public relations professionals are doing. And more and more, they're calling us on actions they consider unethical.
Let's face it, folks. The "ethics police" are here. They're outside your door, they're on the street, they're in their homes, they're in front of their TV sets, they're in their cars listening to their radios . . . why, they're even in your own offices.
Every minute of the day, every day of the year, know that you are being watched. The ethics police are looking hard for conflicts of interest, they're looking hard for improprieties, they're watching for a slip-up, they're itching for a fight, they're waiting to pounce.
But you know what? They have every right to. After all, public relations is an advocacy profession. Our ultimate goal is to influence public opinion. Our ultimate objective is to get people to take positive action on behalf of our client, organization or cause. And that in itself is controversial.
From simple turn-of-the-century press agentry, the public relations profession has assembled an impressive arsenal of strategies and tactics that influence. If it can be communicated, we're right there. If it can't be communicated, you can be sure that we'll find a way. From print, through radio, through television, through the Internet, public relations professionals have been in the forefront of usage.
It's quite a powerful position we hold. And because of this power, the public relations profession faces tremendous challenges:
Misleading Information: We're counted on and trusted to provide accurate information to our publics. It's so easy to send out -- on purpose -- incorrect information designed to lead them astray. Does "Sell the sizzle, not the steak" sound familiar?
When it's all said and done, what you do in your own particular situations will be judged by your bosses, by yourself, and by the general public in the court of public opinion. Whatever you do, whatever your choices are, choose well, and represent yourself well in this court of public opinion, because . . . you will be judged. And as public relations practitioners, you represent the entire profession. How you respond to your particular ethical dilemma will invariably affect your colleagues' livelihood.
A caveat: Sometimes if you win . . . you lose. Sometimes what you think is the absolutely, positively, most logical, most legal, most sensible solution will blow up in your face. The public is a fickle animal. No matter how right you are, if the public thinks you're wrong, then you are wrong. To quote an oft-used phrase, "perception is reality." Deal with it.
Before we talk about some solutions and present some thoughts that will help you, let's examine ethics itself. The question of what is right and what is wrong is not an easy one. We all have our personal ethical standards; each of ours is different.
Let's begin with a look at three basic ethical systems: Deontology, teleology, and Aristotle's Golden Mean.
Christianity, for example, began with one man battling what he considered corrupt religion. Jesus Christ used what we today would call classic public relations techniques: He used the two-step flow theory of communication, He did a lot of public appearances, He staged special events, He identified and targeted specific audiences, and He adapted His message to each audience. In the case of Christianity, did the ends justify the means?
Another good example is the American Revolution. Did you know that generally speaking, the American colonists were not terribly unhappy with British rule? It took a small cadre of about a dozen patriots to convince them. Like Christ before them, they used classic public relations tactics: Publications, public appearances, triggering events such as the Boston Massacre, special demonstrations such as the Boston Tea Party, eloquent speakers, and simple slogans: "Taxation without representation is tyranny!" "Don't tread on me!"
Today, the techniques being used by Greenpeace bear watching. Only history will tell if their activities of civil disobedience as once described by Henry David Thoreau bring changes for the better good in the end.
In the TV series Star Trek Voyager, Capt. Janeway recalls the "Double Effect Principle on Assisted Suicide": "An action that has the principle effect of relieving suffering may be ethically justified, even through the same action has the secondary effect of possibly causing death." Fiction, true, but interesting none-the-less.
This ends our quick lesson on ethical systems. Let's turn now to knowledge and truth.
We public relations professionals have a problem. It's something known as "The Advocate Trilemma."
As counselors, we need to know everything about a company, organization or cause. This is indisputable. We cannot fulfil our responsibilities without this knowledge. And yet, because of our loyalties to our employer or client, we must keep it confidential. No matter how open and candid we wish to be, there are some things (e.g., trade secrets, business strategies, employee information) that must be kept in confidence.
And yet, as the conscience of business, as the company's liaison with the public, we have a duty and obligation to reveal it to the public, even if we could lose our job or hurt others -- including our own dear family members -- in the process.
Which brings us to a defining question for public relations practitioners: "What is the threshold beyond which an advocate may not ethically go? Is there some point at which we can say "It is ethical for me to do this one thing, but if I change this one particular element a mere 0.01%, then it becomes unethical"?
Where then is the line beyond which public relations counselors are morally obligated to sacrifice self and client for a larger social good? And if such a line exists, then how to we know when we've crossed it?
Is it question of truth? The word TRUTH in big, honking capital letters implies that there is only one truth. It can make anyone nervous. TRUTH has a bullying, assertive tone. It lacks humility, and it presents a posture of undeniable, inescapable superiority. Like some people we've all come across, it has an "I-know-better-than-you" quality that quite frankly, can get on your nerves.
Let's look at it from this point of view. Imagine a horizontal line, about 12 inches long. At one end -- let's say the left end at 0 inches -- is the word TRUTH in big, honking capital letters. At the other end -- the right end -- are the words "Blatant Lies." Somewhere in between is that line we talked about, the one beyond which we are morally obligated to sacrifice ourselves and our clients for some larger social good.
Next to TRUTH, at about the 1-inch point, is the word "truth" in normal everyday letters. These two "truths" represent facts and information that are presented with the intent to inform accurately and fully, with no apparent bias.
From the 1-inch to the 4-inch point is a section called "persuasion." It includes public relations copy, editorials, columns, advertising copy, and propaganda of all sorts. This is communications intended to persuade by using selective information and truth, but not the whole truth.
From the 4-inch to the 8-inch point are various types of stories -- parables, allegories, fiction, honest error -- these are non-truths, but non-truths told without an intent to deceive.
Finally, from the 8-inch point to the right end (blatant lies) is a section we call "deception." This include deceit, "white lies," and finally, blatant lies. These are untruths told with an intent to deceive, even if it's done for a purpose the deceiver might claim to be justifiable.
This is the "Truth Continuum." And it brings us to the second defining question for public relations practitioners: "Exactly where is the line between non-truths told without intent to deceive, and those told with an intent to deceive?" Where -- somewhere close the 8-inch point of parables, allegories, fiction or honest error; and deceit, white lies and blatant lies -- is that line?
What can we do about it? How can we make sure that we don't cross that line?
First of all, we need to suggest and adopt standards of organizational and individual behavior. If your organization has an ethics policy, make sure you communicate it properly to your employees or members, to your board, to your management, and to your customers and other stakeholders.
If you belong to a professional organization�communications/public relations-related or otherwise�make sure it has an ethics code with teeth, one that obligates its members to abide by, upon pain of expulsion. Live by its code.
Finally, if you are in a counselor's position, or any position of influence in your organization, make sure you are included whenever organizational policies are reviewed and formulated.
There are no simple solutions in the public relations ethics. Wending your way through the ethical minefield requires continual monitoring of current social conditions, continuous two-way communication with all stakeholders, constant monitoring of organizational's behavior vis-a-vis its policies, an increased awareness among public relations professionals and management that ethical performance makes for long range stability, and a never-ending effort to achieve ethical performance in order to achieve effective public relationships.
It comes down to this -- Choices, Choices, Choices. Make the right choice and you're a hero. Make the wrong choice and people get hurt. And it's your fault.
In public relations ethics, there are no right or wrong answers. There are only courageous decisions. In public relations, you need to take every risk you can. I believe that it is unethical for a public relations professional to fear failure. In public relations -- as in life -- we need to make courageous decisions, day-in and day-out.
I have no simple solutions to the public relations dilemmas you will face. But I do offer a simple guide. I call it "Serving the 5 Masters."
In their book, Public Relations Ethics, Philip Seib and Kathy Fitzpatrick talked about five duties of public relations professionals. These are the 5 Masters that I referred to -- self, client, employer, profession and society.
When faced with an ethical dilemma, look first within yourself at your own values. These will guide decisions based on what you truly believe is right or wrong (remember "deontology"?). Ask yourself, "Can I sacrifice my own personal values for the client, for my employer, for my profession, or for society?"
The client is generally the first loyalty beyond self (you can substitute the word "organization" if you don't do work for clients). Decide if you are doing work for the client or organization, or if it's for the "cause" that they represent. Remember�as long as you work for a client, there are some confidences that you must keep. Ask yourself, "Knowing what I know, can I represent the client, do what has to be done, and still sleep well at night?"
Your employer signs your paycheck. No work, no public relations ethics decisions. It's as easy as that. But if you knowingly allow harmful work to continue, you'll be violating your duty to the public, which many would agree takes precedence over duty to employer. Ask yourself, "Is the work I'm being asked to do harmful to the public?"
As a public relations professional, you are obligated to support your colleagues. You are obligated to be responsible to your peers. To produce unprofessional work is unethical. Allowing others to produce unprofessional work borders on being unethical. Ask yourself, "Is what I'm about to do professional? Is it what my role models would do?"
Finally, society is the key component to ethical public relations decisions. We must serve the public interest. I believe that this particular master takes precedence over all the others, including self. Ask yourself, "Will my decision benefit society, even if I hurt myself, my client, my employer or my profession?"
That is the toughest question to answer. But nobody said this was easy. There are no right or wrong answers. There are only courageous decisions.
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