Are you ready for the challenges ahead? For the impact artificial intelligence will have on public relations? On society? The pandemic caused a paradigm shift for millions with a leap to digital they never thought they’d take - but the change was coming long before then.
Subtle steps have taken us towards everyday artificial intelligence and the deployment of digital entities that sooth our emotions, help our daily tasks and act as companions at home. In case you missed it, that paradigm shift has even greater implications for public relations and communication practice, reshaping our work, redefining the relationships we build, the reputations we guard and the risks and issues we manage.
I tackled the topic recently in a webinar which you can access here. It takes you through the developments, the opportunities and the concerns of artificial intelligence, digital and human relationships and the problems we might expect.
Below is a piece I first posted on LinkedIn as part of Global Ethics Month - some food for thought, especially if your thinking how #ethicsmatter in your working life...
Amidst the clamour of competing public interests, opposing views and amplified opinions, whose ethics matter more - yours or mine? Whose news is fake - yours or mine? Who possesses the greater truth - you or me? If we shout loudly at each other for a sufficient length of time, will we successfully convince others of our ‘rightness’, or will we artfully wear them into jaded apathy, agreeing - or disagreeing - with one of us simply to secure respite from the noise?
Even if you are in the business of news, information, stories and facts, I suspect you’ve turned off the streams in recent months or weeks to escape the outrage, the ugliness and the despair relentlessly pushed into our feeds. Profit-and-power motivated click-baitery has almost reached its peak and, I suspect, its zenith approaches as we hurtle towards various national elections but, for now, we are still bombarded with the angry, with the hopeless, with the indiscernible truths, leaving us searching desperately for a dancing TikTok kitten to momentarily pause the pain.
This churning, chaotic, challenging communication environment is fracturing relationships, reshaping societal landscapes and confusing everyday values - which means the conversation concerning how, when, where and why ethics matter is more complex than a hashtag share.
As public relations professionals our job is to build and sustain the relationships that maintain our licence to operate. Relationships are at the heart of what we do and those relationships are supported by effective communication, understanding and behaviour. Good relationships are founded on trust, mutual benefit and satisfaction, commitment and loyalty, reputation and understanding but if our behaviours are bad, our communications deceptive or our narrative misleading those relationships will be null and void.
Unfortunately, today's society is deeply polarised - in no small part due to the grotesque manifestations of leadership we’ve witnessed in the last few years. This polarisation has caused chasms of dissent, aerated by impenetrable bubbles of opinion hardened by the increasing atmospheric pressure of social noise.
Our role isn’t to parrot or to amplify a polarising opinion. It is concerned with elevating ethical behaviour, communication and understanding so that the relationships critical to our licence to operate are founded on values that benefit society, our fellow employees, our communities of interest, our stakeholders and stake-seekers.
Here's a challenge for you - list and prioritise the common, core values of the 21st century. What, in 2020, do we all agree is good behaviour? What constitutes transparency? What does the virtuous organisation do? Are values-based organisations actually values-driven or are they playing lip-service to concepts they think might be useful people-pleasing memes?
Around the world there are many examples of stated values being disconnected from the lived experience of an organisation — so experiential communication is discordant and the wrong notes are struck. There might be a government that says it cares about flood victims but fails to convene the necessary emergency meetings to help those affected. There could be governing bodies that crow about a child’s right to life, yet imprison them at borders or leave them to grow up in squalor in ever-expanding refugee camps. Or there might even be companies that pledge money to global causes and charities but fail to pay their employees a living wage or provide decent working conditions. Actions speak louder than words and, in the fifteen years I’ve been writing and speaking specifically about the role of the practitioner as organisational conscience, in some cases, thankfully, actions have improved and we have seen organisations of all types begin to actively demonstrate and live their values rather than simply publish some aspirational waffle on their websites. But — and there is always a but — times change and one of the greatest changes has been in the way in which we use language. Instead of using language to develop relationships, understanding, shared meaning and improvement, be that improvement to society, productivity, sustainability, well-being, economy etc., language has been used (and abused) to create disharmony, discord and despair, again in no small part due to the destructive caricatures of leadership we have endured. This means as well as looking at our organisation’s actions, we must carefully consider and guide the language and tone used in all forms of communication. Question whether it articulates and demonstrates our values or whether we are demonstrating a disconnect between who we say we are, what we actually say and where we say it, be that in person, on Twitter, or the office front desk. How well, as an organisation, do we listen when we converse — or are we simply talking and sending out stuff? Language is critical - and the choices we make around the use of language are ethical choices forming part of our guardianship of our organisation’s integrity, character and reputation.
In the many ethics, risk and reputation sessions I have facilitated, one question is always asked. "What if the organisation I work for continues to behave unethically, despite my very best attempts to advise otherwise and enact change". And that’s when ethics matter most - when they inform your own decision making and empower you to do the right thing. The stark choice for a practitioner may be accepting bad behaviour and, compromised, remain with the organisation or, walk out the door. Livelihoods jeopardised in this way throw choices into stark relief but, if we have a developed understanding of our own ethical self, the only choice is to leave and to be better for it.
Many professional associations around the world have a code of ethics. Adhering to a code of ethics is often the main point of difference between professional practitioners and those who have decided to hang a sign outside their door to say they ‘do PR’. Many of those codes are based on Western philosophy and behaviours and neglect to include some essential components — for example the wisdom, philosophies and values of indigenous peoples. A failing yes, but at least the codes exist and form a starting point for practitioners — and my sincere hope is that global organisations will revisit their protocols with a multicultural and diverse eye rather than a dominant Western one as has tended to be the case. There are many tools and processes out there designed to help practitioners build ethical behaviours into their strategy and planning - pyramids, question trees, issue boxes - there’s really quite the list. Part of our role is to help our organisations determine and enact their values, often arising as part of a change management or cultural change programme so we must equip ourselves so we can facilitate and provide good counsel.
As public relations professionals we are involved in some powerful undertakings and the choices we make, be they concerned with behaviour or language, all have consequences. Speak out or stay silent - yup, consequences. Push back, ‘speaking truth to power’, - again, consequences. Tim Marshall, PRINZ Life Member, expert practitioner and go-to ethics person here in New Zealand is often heard to say 'public relations operates where issues collide'. I agree entirely and where issues collide, as practitioners, we need a strong sense of our ethical self in order to help our organisations navigate issues effectively and build ethical relationships that endure and are of mutual benefit. We also need the one capability that I prize most among practitioners but which the one capability most often forgotten - courage. Courage doesn’t manifest itself when things are easy. Courage is found only when situations are hard.
The Global Capabilities Framework provides us with a great steer as to how we can discover our ethical self — and it is easy. Devote time to your own professional learning so you are equipped to meet the challenges ahead and develop the following professional capabilities as outlined in the framework:
Photo by Joao Tzanno on Unsplash
Parliament is suspended in the UK. A communications staffer is marched from Downing Street under police escort. Opposition Leader Jeremy Corbyn is harangued in Parliamentary corridors. Tory MPs who voted with the opposition are sacked. The unravelling - the loss of a system's licence to operate - has begun. And begun quite deliberately.
Power has been put ahead of people and functional relationships are a thing of the past as autocracy replaces public accountability in the UK. Observing all the strands of disfunction being pulled together it seems evident that the next move will be to encourage further dissension on the streets so that 'emergency powers' can be implemented and, at that point, we can probably declare UK democracy dead as Cummings pushes the UK's countries towards uncivil war and the system breakdown he seems to desire.
It has nothing to do with Brexit - that is simply a convenient scapegoat for years of austerity and poor government. It is instead a screen for Cummings and Co to manipulate an election so they can secure power for the few and misery for the many.
Aside from the difficulties the country faces, the current situation, stoked and fuelled a select group of mainstream media moguls already proven to wield too much power and influence, will put communications practitioners within UK's government in a very difficult position. The electioneering has already begun judging from the tweets, updates and photo ops coming out of No. 10 so the communications teams will be faced with some tough choices in the shutdown period - is the material campaign material or government communications, the latter being a valid use of their time. It's going to get a whole lot messier in the next few weeks.
A month in to Dominic Cummings reign as chief aid to UK Prime Minister Boris Johnson and chaos is beginning to boil over.
In his blog, Cummings regularly records his desire to break systems, quoting military philosophy as justification for his arguments. His aim, it seems, is to break a system he dislikes and despises and, it would seem, he happily uses any means to achieve his aims.
This is not a political blog. It is one concerned with public relations and communication - the building of relationships that give organisations their licence to operate supported by effective communication, knowledge, understanding and ethical behaviour. In the video below, Cummings explains at the 2017 Ogilvy Nudgestock conference the methods employed to achieve a win in the UK referendum concerning participation in the EU - known now as the Brexit Referendum. If, as I am, you are involved in public relations and communication, then I'd urge you to watch the whole thing so you can understand the deliberate, planned and blatant behavioural manipulation that is in progress right now, working towards a complete system breakdown of benefit only to its perpetrators.
In the video, Cummings takes you through the tricks and tactics he deployed in order to - in his own words at various points in the presentation - 'provoke rage...neutralise...put the boot in'. The seven million people exposed to the 1.5bn targeted ads over the short period of time pre-referendum is peanuts compared to what's ahead in the UK - and other countries around the world - as elections, media, citizens, public psychology and governing systems are blatantly manipulated for private gain. Cummings' work appears to be a (pseudo) intellectual exercise centred on ways to break the system he reviles.
What's going on today behind the doors of 10 Downing Street has nothing to do with the rights and wrongs of being in or out of Europe. It has nothing to do with the health and wellbeing of the UK population. It has everything to do with the selfish and power-hungry wanting their own way, shamelessly stoking division and hatred and using unethical and underhand practices to do so
Photo by Matthew T Rader on Unsplash
About Think Forward
Think Forward is written by Catherine Arrow. It answers PR questions, highlights practice trends - good and bad - and suggests ways forward for professional public relations and communication practitioners.