Sunday, January 22, 2012
FOR MY COLLEAGUES TEACHING PR Northwestern University Introduction to Public Relations Strategies and Tactics IMC Winter 2012 Classroom MTC 3-127 Instructor: Professor Clarke L. Caywood, Ph.D. Department of Integrated Marketing Communications, Medill, Northwestern Contact Information: Office Hours: Mondays and Wednesdays winter quarter, McCormick Tribune Center, 1870 S. Campus Dr. Evanston, Room 3-111 (Fish Bowl) 12-2 p.m. and Mondays and Wednesdays 2-4 p.m. (same room). Cell phone 8473720462. Email: firstname.lastname@example.org. Mailbox McCormick Tribune Center, 3-147 or Department Assistant Robin Young in room 3-137. Text: The Handbook of Strategic Public Relations & Integrated Marketing Communications, 2nd edition, 2012 McGraw-Hill, New York. Available in Kindle form January 1, 2012 and print form January 27, 2012 on Amazon.com. I will have enough copies at the author’s early rate of $40 vs. $75 with shipping for the hardcover version to offer to you. There will be occasional handouts distributed at no charge to you. Twitter site is PRHandbook2012 for you to tweet about the book subjects and link to other sources. Course Description: Welcome to this class: The following is a summary of the key contribution of integrated public relations (also noted as PR (not p.r.) as written about in your new course book. Public relations practitioners have continued their efforts to build strong leadership for businesses and other complex organizations. These continued efforts to integrate at several levels of business, organizations and society will create more integrated management processes, protecting and preserving the reputation of the organization and its stakeholders. In the past decade, public relations has moved beyond its self-defined role of simply building mutual “relations” to integrating, managing and sustaining relationships between organizations, other organizations and its publics or stakeholders. One definition of public relations is “the profitable integration of an organization’s new and continuing relationship with stakeholders, including customers, by managing all communications contacts with stakeholders and organizations, which creates and protects the brand and the reputation of the organization.” The big idea that emerges from this book’s collection of authors and the course is that PR provides organizational management a leadership opportunity to integrate relationships both inside and outside their organization, using a wide range of management strategies and tactics, including communications. Of all the functions of management, PR has the broadest reach, appealing to the greatest number of audiences or stakeholder groups and individuals. PR is naturally focused on communications as its strategic advantage and knowledge base. Because of what we are presently calling social media, the field of communications has exploded. PR has gained the greatest management ownership and understanding of the use of these applications. Reputation management is under the wing of public relations. Most advanced authors in this field have the idea that integration is more than a simple (although useful) combination of the tactics of advertising, promotions, direct marketing, events and marketing public relations. The growth of integrated marketing communications (IMC) as a practical field was based on the initial value of this useful combination of communication tactics evolving into a more comprehensive strategy. However, what is still missing from the general teaching and understanding of IMC is a broader understanding of the importance of comprehensive integration and why public relations is the ideal professional field to guide and lead integration. First, PR will lead corporations and other organizations on several levels, including the integration of relationships with various stakeholders, the integration of corporate and organizational structures, the integration with industry and competitive groups, and finally, the integration with global society. The integration of complex organizations demonstrates the range of leadership that public relations professionals can offer, from a macro level of interaction with society to a more micro level with individual stakeholders. This range of relationship building and management is what is ultimately appealing to many professionals in the field, with a broader view of the ultimate role of individuals and organizations (drawn from the Handbook, chapter 1). Class objectives for students and faculty: There are several practical objectives for this course. 1. To help you consider a career in public relations, 2. To understand how to employ the power of public relations in an organization and teams that you will lead, 3. To apply your knowledge of the unique functions of public relations in your volunteer and professional work life, 4. To broaden your focus on communicating with a wider range of stakeholders, 5. To understand how public relations research, including practical artificial intelligence and tracking systems, will help you to manage organizations, 6. To know how public relations and communications are applied to a wide range of industries, government and NGOs, 7. To use communication tactics including writing, speechwriting, speaking, storytelling, social media and traditional media as a competitive advantage in leading an organization. Learning Goals and Methods This course has been developed to maximize the use of the ideas and materials developed by top professionals in the field of public relations for readers and audiences. Based on your reading and thinking about the chapters together we will - 1. Learn to outline and discuss the authors’ key ideas or “take-aways” in the context of our knowledge and developing strength in the subject. 2. Learn to add our personal insights and experience to the chapters and videos using current events from professional PR and related industry sources including blogs. 3. Learn and prepare to engage several of the authors personally in a discussion of their ideas and your interpretation of their ideas. 4. Teach a specific topic in public relations by preparing with small teams of peer students an interpretation of the challenges facing organizations and the use of PR to face those challenges. 5. Work as a team in class on a communications based management issue. Evaluation and Course Requirements Class participation attendance, Tweet, participation, peer evaluation 30% Chapter Case analyses (selected short papers) 40% Seminar Style Contribution Group project written reports February 20, 22, 27, 29 20% Presentations with outlines February 20, 22, 27, 29 10% Total points available 100% Extra credit for answering 8 chapter questions 10% Final grade scale A 94-100 A- 90-93 B+ 87-89 B 83-86 B- 80-82 C+ 77-79 C 73-76 C- 70-72 D+ 67-69 D 63-66 D- 60-62 F 0-60 Class participation We all believe we know how to contribute to a class, but it might be useful to remember the following ideas. Effective class comments may 1. Address questions raised by others in class, in the readings or the media, 2. Cite material from this and other courses, 3. Draw on your real-world experiences and observations, 4. Pose new questions to the class, and 5. Advance the discussion. Twitter Students will have the opportunity to tweet relevant news articles via Twitter PRHandbook2012 (password pr/imc306) for credit and to elaborate on their relevance in class. Please read each other’s tweets. See resources of Chapter 54 Global Public Relations Networks: The Efficacy and Role of Membership Organizations in Public Relations 837 Gerard E Corbett, APR, Fellow PRSA, Founder and Chief Executive Officer, Redphlag LLC, and Chairman and President of the Public Relations Society of America, 2012 Peer Evaluation After submitting a group project, students will complete peer evaluation forms to assess the contribution of each group member. In addition to being used for a portion of the class participation grade, each student will also give constructive developmental feedback to their teammates. All constructive comments will be shared for mutual improvement. Written Assignments Four individual brief case analyses 40% (10 points each) The objective of the four short cases is to ask you to “internalize” the real life examples crafted by the industry chapter authors. Your more detailed knowledge, analysis and summary of the examples should provide you with an answer to a manager’s question – “Can you give me an example where that worked?” All cases must be submitted via Blackboard by noon the day they are due. For each case you will submit a 1 page response - double spaced, 1-inch margins, and 12-point font. As part of the challenge you will ask a classmate to read the case and create a tweet (<=140 characters) to include and post with each case. Small group project (20% report plus 10% presentation) In the 4th week of class you will form a group that will construct a PR case study. The case will be more than an example. It will help you set the scene for a group of managers facing a stakeholder challenge (not necessarily a crisis). We will discuss the elements of a case to help you write one. Your assignment will be to choose an event that an organization has faced and analyze the event using the frameworks from class. A 2-page outline and working plan for your project is due on February 6. Your written report (approximately 10 pages total) due on the day of your presentation at noon will include an abstract, description of the situation, company background, and a clearly identified public relations challenge. You will have a detailed set of references and on-line for the case study. A “trainer note” with discussion questions will be included to offer ways to utilize the case study for learning. It should incorporate class concepts and theories to the PR challenges the organization faces. Each group will create a 30 minute presentation (no more than 20 slides) for the presentations with time for questions and discussion. Also prepare a tweet about the case for the day of the presentation. Extra Credit (10%) for answering chapter questions If you have the time and inclination please consider drafting approximately eight 40-50 word answers to 8 questions posed at the end of 4 selected chapters by “signing-up” for the questions and chapters to avoid duplication. University, school and class policies Mobile Devices Since this class is about PR and communications it is logical to allow mobile devices including laptops in class. Faculty in IMC have discussed that your use should be for relevant materials from Blackboard, fact checking websites and the class hash site. It is also reasonable and respectful not to use the devices while a guest speaker is talking. Please turn off your cell phone in class. We will take a cell phone break about half-way through the class. Attendance The course has been designed with you in mind. The use of social media, guest speakers and your group activities depend on your participation. If you cannot attend a class, please email me in advance of the class. Also let your class team members know that you won’t be in class as a courtesy to them if they are called upon for a contribution. Grading Similar to real organizations, written assignments and in-class assignments will be graded using the following written and oral framework: 1) Clarity – well written and easily understood. Written for the eye and/or ear. Contains the elements of an important “sound bite” or quote. 2) Completeness – well researched, cited and documented. Use relevant links and information from class readings. Provide accurate citations especially from the web. 3) Conciseness – intelligent and pithy for a busy student, manager and reader. If you want to provide lengthy support for your statements, add an appendix. 4) Creative – use your insight to the reader and the sender to create a behavioral changing message. 5) Correctness - including grammatically correct. Grade Appeals Naturally, the formal grade appeal policy of NU and Medill are followed but, if you wish to appeal a particular assignment, I am always open to discussion. If possible, after receiving a grade for an assignment, please make an appointment for a meeting with me during the office hours before or after the next class. Please bring to our meeting your reasons for the appeal in the form of marginal notes on the assignment or in a short memo. Early, on-time and late assignments Carefully labeled assignments may be submitted early. Most assignments (as noted) are due at the beginning of the class. Again, similar class rules in IMC suggest that assignments submitted late should be graded down 20% for each day they are late. Feedback about the course - Surveys and CTECs Having been a student myself, I welcome your course comments. You will be asked for comments several times during the course including in a three week survey and the final CTECs given in class. All comments are confidential but, if you wish to share your insights directly with me, please feel free to make an appointment. Acknowledgements Recently there has been a willingness to share ideas, learning goals, student insights and positive feedback within the University and Department. I acknowledge the specific contributions to the course of my colleagues George Harmon, Nancy Hobor, Hud Englehart, Dan Gruber and Susie Calkins. Medill Integrity Code All students are required to adhere to the Medill Integrity Code http://www.medill.northwestern.edu/WorkArea/downloadasset.aspx?id=64317 as well as Northwestern University’s academic integrity policies (if links don’t connect copy them to a search) http://www.northwestern.edu/provost/students/integrity/index.html. Academic dishonesty can result in penalties ranging from letters of warning to dismissal from the university. Instructors may give a failing grade in a course for academic dishonesty. It is also university policy that instructors can require students to submit their work electronically to be analyzed for possible plagiarism. Provisions for Students with Disabilities Northwestern University works to provide a learning environment for students with disabilities that affords equal access and reasonable accommodation. Any student who has a documented disability and needs accommodations for classes and/or course work is requested to speak directly to the Office of Services for Students with Disabilities (847) 467-5530) and the instructor as early as possible in the quarter (preferably within the first two weeks of class). All discussions will remain confidential. Accommodations can be made by instructors once OSSD has met with the student and verified the disability.
Course Calendar The course begins the first Tuesday (only Tuesday class) January 3Th 2012 (not the first Monday January 2nd) and first Wednesday January 4th. The class ends on Wednesday March 7, 2012. Naturally, there may be a speaker change depending on their schedule changes. Class Week/Day Class Dates Class Topic: Brief learning objectives in statement or question form Assignments: Please read chapters and watch video in advance of class Week1/ Day2 Start on Tues and Weds. Jan 3 and 4th Who are you? What do you like to read? What are your volunteer passions? What communications, social science courses have you taken? What internship or summer work experience do you have? Are you interested in business, government, NGO’s, politics? What do you expect this course to be? What is PR/IMC? Compare the definition of the field of PR in the context of IMC. What are the distinct policy, strategic and tactical elements of PR? Why is it important? Why is it attacked by other professions? What are stakeholders? Read for Wednesday Jan. 4 Chapter 1 Twenty-First Century Public Relations: The Strategic Stages of Integrated Marketing Communications 3 Clarke Caywood, Ph.D., Chapter 7 The Stakeholder Concept: Empowering Public Relations 121 Clarke Caywood, Ph.D., Optional Forward—The Importance of Public Relations xix Al Golin Chairman and Founder, Golin/Harris Week2/ Mon. Jan 9 PR/IMC is a research-based management field. Your knowledge of social science research and hard science research can be useful to form unique PR questions. The new discipline of media tracking using advanced content analysis software is a competitive advantage and a strong career opportunity. Chapter 3 Communications Research: Dynamic Digital Methods 37 Clarke Caywood Optional (especially if you have taken a social science class) Chapter 2 Communications Research: Foundational Methods page 13 Anders Gronstedt, Ph.D., Chief Executive Officer, The Gronstedt Group Clarke Caywood, 2/Wed Jan 11 Paper 1 due PR/IMC communication skills. It is hard to secure an entry or even advanced post in PR without knowing how to communicate effectively. Communications includes short and long form writing, speech-writing and speaking. It also includes being able to tell a useful story in a clear and memorable manner. Since employers report they are unimpressed with the communication skills of new graduates, this is your competitive advantage at NU Chapter 50 Writing for Your Audience Matters More than Ever775 George Harmon, Professor Emeritus, Medill School of Journalism, Northwestern University. Chapter 51Storytelling: All Stories are True 791 Emma Caywood, MLIS, Storyteller and Storytelling Consultant Optional Read Chapter 49 Writing for the Ear: The Challenge of Effective Speechwriting 761 Lee W Huebner, Ph.D., Professor, George Washington University, and former Publisher and CEO, International Herald Tribune or, 3/Monday MLK Day No class Jan 16 No PR class, but please attend campus seminars on Martin Luther King. They will be events worth remembering. No class 3/Wed Jan 18 Paper 2 due, Class survey PR/IMC is stakeholder based. This is a key concept in PR that distinguishes it from other professions. We begin with the employee to make an important point that today the employee may be the key stakeholder. PR has become an increasingly transparent, digital and valued element in IMC. Labeled MPR, the field has built a reputation of helping promote and sell products, services, and personalities as using “free”, social or earned press. Chapter 8 The Key Stakeholders: Your Employees 131 Keith Burton, President, Insidedge Chapter 10 Marketing Public Relations: Cementing the Brand 161 Patricia T Whalen, Ph.D., APR, Optional: Chapter 9 Consumer Insight in a Digital Age 145 Geraldine Henderson, Ph.D., Associate Professor, School of Business, Rutgers U. 4/Mon Jan 23 The investor, Wall Street and regulators are still crucial stakeholders. You don’t need a degree in finance to communicate with the buy and sell side. You do need to be willing to “reach for the numbers”. All students should read chapter 11. One-half the class should read chapter 12 and other half (to be identified) should read chapter 23. Chapter 11 Investor Relations for Shareholder Value: Communicating With the Market 173 Nancy Hobor, Ph.D., Senior Lecturer, NU and Retired Senior Vice President, Communications and Investor Relations, Grainger Optional Chapters 12 Mergers and Acquisitions: Communicating Between the Lines187 Joele Frank, Founder and Managing Partner, Joele Frank, Wilkinson Brimmer Katcher and Chapter 23 Corporate Governance: Operating as an Open Book 363 Ted McDougal, Founder and Principal, Jacobs and McDougal, and Kurt P. Stocker, Director, New York Stock Exchange Regulation, Inc. and Former Chief Communications Officer, Continental Bank 4/Wed Jan 25 Giving and working together. Donor and recipient communications. Social media are wildly crucial, but then database communications was always key. Careers in corporations giving away money are tough to find, but there are thousands of NGOs (non-governmental organizations) that need your help. A career in an NGO gives you a lot of responsibility. Chapter 13 Charities and Corporate Philanthropy: Giving Back 199 John A. Koten, Founding Director of Arthur W Page Society, former Vice President, Corporate Communications, Ameritech and Chapter 18 Non-Governmental Organizations: Solving Society's Problems 389 Ray Boyer, Communication Consultant and Owner, Boyer Media and Governor Scott McCallum, CEO, Aidmatrix Foundation 5/Mon Jan 30 Paper 3 due Create Groups Government - It’s not called PR in government. Why? Some of the best communication challenges come in an organization mandated to communicate with the public. Political or government communications; is there a difference? Chapter 14 Government Public Information: Portal to the Public 215 Brent Baker, Rear Admiral (Ret.) ,Dean Emeritus, College of Communication, BU. Optional: Chapter 19 Associations: A Strong Voice 311Richard L. Hanneman, President, Salt Institute 1986-2010 MONDAY Feb 6 Media: Traditional and Newer channels are all around us in PR. The longest standing source of PR practitioners is former journalists. While journalism is not dead; some of the channels are severely threatened in the U.S. You need to combine all you know about social media and media all the time to be able to even stay in this field. Your next employee simply expects you to be an expert. Chapter 16 Digital Communities: Social Media in Action 257 Richard Edelman, President and CEO, Edelman Robert Holdheim, Managing Director for India, Mark Hass, President of Edelman China, Phil Gomes, Senior Vice President, Digital Integration,, Steve Rubel, Executive Vice President, Global Strategy and Insights Chapter 17 Global Media Relations: Traditional Through 2.0 275 Matthew P. Gonring, Vice President, Corporate Communications, Jackson National Life Insurance Company Optional, Chapter 15 Broadcast Media as Broadcast Public Relations 243 Tim Larson, Ph.D., Associate Professor, Department of Communication, University of Utah and Adjunct Craig Wirth WEDNES Feb 1 Two page outline from group due Issues Management and Lobbying rely on your ability to plan for the future. Unlike other professions, PR demands you examine trends in the near 3-5 years and longer term range (6-20 years) for management challenges. Working in and with government is one of the organizational dynamics. Chapter 21 Issues Management Methods for Reputational Management 335 James E. Arnold, APR, Chief Executive Officer, Arnold Consulting Group and Raymond P. Ewing, Associate Professor Emeritus, Northwestern University, and former Corporate Communications Director, Allstate Chapter 22 State and Local Government Relations: Guiding Principles 353 L. James Nelson, Public Affairs Consultant 6/Wed Feb 8 Agencies mirror the communication and behavior of corporations. PR agencies are consulting firms of communications and much more. New structures, the strong leadership in social media and the complexity of political, economic, social and global issues make agencies key to your career planning. Read 20 or 25 Chapter 20 Agencies : Managing a Global Communications Firm 323 Ray Kotcher, Chief Executive Officer, Ketchum or Chapter 25 The Chief Executive Officer: The Key Spokesperson 387 John D. Graham, Chairman, Fleishman-Hillard 7/Mon Feb 13 Paper 4 due Crisis Management This is the most visible and too often negative function in PR. Fortunately, unless you consult in the field, crisis management is a small part of your career but a large part of your plan. Chapter 26 Crisis Communications: Brand-New Channels. Same Old Static. 401 Hud Englehart, Managing Partner, Beacon Advisors Inc. and Adjunct Professor, IMC, NU 7/Wed Feb 15 PR/IMC is communications law based. PR is a communications-based field which relies on the courts to defend the freedom of speech of all communicators. Laws regulating communication channels are also important for your protection. A short history of PR will help you to not repeat the mistakes. Political advertising will be used as a contemporary and sometimes extreme example of corporate and political messaging. Chapter 4 Public Relations Law 57 Karla Gower, Ph.D., Professor, Department of Advertising and Public Relations, University of Alabama Read also articles by Caywood et.al. on political advertising for 2012. Optional: Chapter 5 A Brief History of Public Relations: The Unseen Power 71 Scott M. Cutlip, Fellow, PRSA and Brent Baker, Rear Admiral (Ret.) and Dean Emeritus, School of Communication, Boston University 8/Mon Feb 20 Student Team Seminar Presentations/Discussions Student Presentations 8/Wed Feb 22 Student Team Seminar Presentations/Discussions Student Presentations 9/Mon Feb 27 Student Team Seminar Presentations/Discussions Student Presentations 9/Wed Feb 29 Student Team Seminar Presentations/Discussions Student Presentations 10/Mon Mar 5 Your 3-D virtual world. Your next employer will assume you know how to do this. It is rapidly becoming a key tactic that requires practice, practice, practice to manage. Your next meeting may be in a 3-D immersive world! Chapter 53 Immersive 3-D Virtual Worlds: Avatars at Work 825 Anders Gronstedt, Ph.D., CEO, The Gronstedt Group Chapter 55 The Future of Public Relations and Integrated Marketing Communications 853 Clarke Caywood, Ph.D., 10/Wed Mar 7 Take CTECS in class Good luck on your other class examinations! Stay in touch!