| I. Define Public Relationsi. Definition development | | | | assess different attitudes of patients, physicians and |
| When the terminology "public relations" is discussed, | | | | providers towards patient-held health record (PHHR). |
| various images come to minds of different people. For | | | | The results of the study presented contrasting opinions |
| example, public relations practitioners who never have | | | | between physicians and patients in the aspects of |
| professional training in colleges may think public | | | | information exchange. Patients reacted very positively |
| relations is a marketing tactic. In some countries where | | | | toward the idea of having their own portable medical |
| the concept of public relations is not well developed, | | | | records. Physicians concerned that records would be |
| the works of public relations are even seen as party | | | | used by patients inappropriately. In the physician-patient |
| planners or tour guides. | | | | relationship, it is usually the physician who dominates |
| For a public relations beginner, in my opinion, the ROPE | | | | the progress of the relationship, and the patient needs |
| process addressed by Jerry A. Hendrix is a helpful | | | | to trust the physician to maintain a positive interaction |
| model, which indicates that the public relations process | | | | with them. This relational model can be applied to the |
| is a method for solving problems. It has four phases: | | | | fourth circumstance of power asymmetry: Physicians |
| research, objectives, programming, and evaluation. | | | | possess more information and experiences that are |
| In the research phase, the public relations process | | | | key factors in the relationships with patients. |
| involves identifying and learning the backgrounds of | | | | Sometimes, the participants in relationships seek power |
| organizations, what problems need to be solved, and | | | | equity. However, power distribution is mostly unequal. |
| the target groups to be reached. In the phase of | | | | Participants in relationships need to agree on who |
| objectives, public relations practitioners have to set the | | | | makes decisions and who dominates the situation. |
| substantial outcomes to be achieved. There are two | | | | Otherwise, the quality of relationships may be eroded |
| key elements involved: 1) Impact objectives are the | | | | by struggles (Ross, 1970). |
| influences that organizations want to exert with target | | | | After the state of control mutuality has been achieved, |
| groups. 2) Output objectives are the components that | | | | some positive elements needed in a long-tern |
| public relations programs apply strategically. The phase | | | | relationship such as trust, commitment, and liking can be |
| of programming consists of the program being | | | | attained. Reviewing public relations literature discussed |
| executed to achieve objectives. A central theme and | | | | previously, the element of trust is generally accepted |
| various forms of communication are included in public | | | | and seen as critical both in interpersonal relationships |
| relations programs. Lastly, in the phase of evaluation, | | | | and in organizational relationships (Canary & |
| public relations practitioners have to refer back to the | | | | Cupach, 1988). Many scholars defined trust as a |
| objectives that were set in the second phase and | | | | willingness to believe in partner's integrity and reliability, |
| determine the effectiveness of public relations | | | | and trust also works as the fundamental element that |
| programs. | | | | leads to relational satisfaction and commitment. In sum, |
| In the evaluation phase, Hendrix addressed an | | | | control mutuality, trust, satisfaction and commitment are |
| important concept of public relations: evaluation means | | | | four focal characteristics in the quality of |
| an ongoing procedure to monitor and adjust public | | | | organization-public relationships. These four factors are |
| relations programs. The public relations process should | | | | also perceived to be interrelated (Stafford and Canary, |
| be examined on a long-term basis. In order to | | | | 1991). |
| understand the major publics important to | | | | In conclusion, the concept of public relations can be |
| organizations, public relations practitioners can not rely | | | | seen as constructed by a technical ongoing process |
| solely on the knowledge gathered in the research | | | | that includes the phases of research, objectives, |
| phase. Otherwise, the public relations program has to | | | | programming and evaluation. Throughout the public |
| be executed to obtain mutual understanding. | | | | relations process, practitioners should take some |
| Afterwards, further problems or opportunities can be | | | | organic elements into consideration because |
| addressed. | | | | successful public relations outcomes can't be achieved |
| In my opinion, the ROPE process can be seen as a | | | | only based on technical process. Public relations |
| basic context of public relations. It explains technically | | | | programs should be aimed at building relational trust, |
| the procedure by which public relations practitioners | | | | satisfaction and commitment both by agenda setting |
| offer the consulting service. However, in my opinion, | | | | and by interpersonal communication.ii. Roles of public |
| the core value of public relations lies in some organic | | | | relations practitioners |
| elements in the relationship itself. As I was reading the | | | | In the field of public relations, practitioners are always |
| theories in "Public Relations As Relationship | | | | seeking cost-effective ways to reach target |
| Management" by John A. Ledingham and Stephen D. | | | | audiences and disseminate positive messages about |
| Brunig, I was wondering why we had to define the | | | | the clients. In the face of various interests of all kinds |
| concept of relationships. In my previous knowledge | | | | of stakeholders, public relations practitioners have to |
| about public relations, it seemed to be a technical | | | | be cautious about managing relationships with different |
| process conveying messages to target audiences and | | | | audiences. Jerry A. Hendrix once stated that a public |
| gathering information of specific industries for clients. | | | | relations practitioner acts as a counselor to |
| Nevertheless, reviewing the literature on the concept | | | | management, and as a mediator, helping to translate |
| of organizational effectiveness made it clearer to me | | | | private aims into reasonable, publicly acceptable policy |
| how theoretical frameworks work in practical public | | | | and action. |
| relations area (L.A. Grunig et al., 1992). Public relations | | | | The roles played by public relations practitioners are |
| makes organizations more effective by building | | | | varied depending on the relational circumstances |
| relationships with strategic publics. The identification of | | | | between organizations and publics. This is the reason |
| strategic publics has to be completed in the research | | | | why some clients may view public relations agencies |
| phase to determine which publics are influential to the | | | | as problem solvers, especially when the awareness or |
| organization, and make segmentation based on | | | | reputation of the organization is weak. |
| demographics or psychographic indicators. | | | | There is one area in which public relations efforts are |
| In the public relations process, it is difficult to achieve | | | | especially encouraged: media relations. It can be |
| multi-objectives in a period of time. In my opinion, as the | | | | assumed that public relations practitioners and media |
| relationship is first initiated, the participants have to | | | | professionals rely on each other and get benefits from |
| pursue a state of balance to maintain this relationship. | | | | each other. Sometimes, public relations practitioners |
| According to the notion of control mutuality addressed | | | | offer some incentives for reporters and editors during |
| by Stafford and Canary (1991), participants in the | | | | campaigns. However, except for those additional |
| relationship have to come to an agreement about | | | | incentives such as free trips or product samples, what |
| which of them should decide relational goals and | | | | an editor or a reporter really wants is a news-worthy |
| behavioral routines. In all kinds of relationships, there are | | | | story. |
| distribution and dynamics of power. According to the | | | | In the scenarios of internal communication, community |
| journal addressed by James E. Grunig and Yi-Hui | | | | relationships management, and relationships with |
| Huang, power asymmetry exists in the following four | | | | special publics, the major task of practitioners is to |
| circumstances. First, one party is completely | | | | communicate openly and honestly to build goodwill |
| powerless, and the absolute power of the other party | | | | between organizations and publics. Public relations |
| may lead to great animosity in the relationship (Pruitt | | | | practitioners should provide consistent messages to |
| & Carnevale, 1993, p. 150). Second, the power | | | | diverse publics, obtaining not only awareness but |
| difference is only slight and neither party possesses an | | | | continuing trust from them. The information produced in |
| outweighing advantage. Third, the power asymmetry is | | | | the public relations process needs not only to be |
| reasonably large, and a trustful third party in favor of | | | | persuasive, but also emotionally infective. Besides, |
| the weaker party is needed to provide a balance of | | | | another task for public relations practitioners will be |
| power distribution. Fourth, power asymmetry originates | | | | convincing their clients to invest in a long-term |
| from the situation in which one party possesses more | | | | relationship with publics, especially when clients have no |
| information or experiences than the other party does. | | | | idea how public relations functions and pay attention |
| For example, in the case study overviewed by Roter | | | | only to increasing visible financial outcomes. |
| & Hall (1992), the survey was conducted to | | | | |