Maintaining Internal Dynamics and External Relationships in Public Relations

Public relations prioritizes mutually beneficial relationships, and the strength of both internal and external relationships often determines how effectively an organization navigates crisis. Kent and Taylor’s (2002) core principles provide a framework for cultivating meaningful, two-way communication between organizations and their stakeholders. These principles emphasize dialogue which is essential for sustaining long-term relationships. Balancing internal and external interests remains a challenge, as internal pressures often push practitioners to prioritize organizational reputation over ethical dialogue. By adhering to these principles and the PRSA Code of Ethics, practitioners can foster meaningful dialogue that strengthens both internal culture and external stakeholder trust, ultimately supporting organizational success.

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Core Principles of Building Relationships in Public Relations

The core principles introduced by Kent and Taylor (2002):

1. mutuality

2. proactive consultation

3. empathy

4. vulnerability, or risk

5. commitment

These principles encompass the dialogic theory and the prinicple of engagement. They outline the best practices that PR practitioners can use to build long-lasting relationships between an organization's internal and external stakeholders. Strong relationships are key when an organization is dealing with a crisis situation.

In the study done by Cardwell et al. (2016), mutuality was mentioned the most by the participants as a key relationship building tactic. When a company practices mutuality, it incorporates dialogue from external stakeholders into internal decisions. Empathy was also mentioned frequently in the study. Many participants agreed that getting to know your external stakeholders on a personal level is important to understand their unique interests and needs.

Balancing Internal and External Interests

In the study by Cardwell et al. (2016), many participants mentioned "internal relationships" as a challenge affecting their ability to perform their duty in public relations. This diverges from ethical dialogue practices that aim to elevate publics to a communication equal with the organization and prioritizes mutual benefit.

Furthermore, internal factors, like the lack of trust of journalists and the fear of bad coverage, creates a barrier for external relationship building. This lack of trust can stem from internal pressures from management to avoid bad press. Because of this, practitioners sometimes prioritize organizational interests (not disclosing information to news sources to avoid bad press) over PRSA Code of Ethics and communicating with publics. It is important for PR practitioners to uphold the integrity of the profession while furthering the interests of their clients.

According to PRSA, this can be avoided by implementing clear communication tactics at every level within the organization (Farmer, 2021). Dialogue within different departments and levels of an organization can pave the way for a communication-rich organizational culture. Furthermore, according to the findings of Cardwell et al. (2016), it is important for PR practitioners to communicate value to top management. Strong communication practices within the organization can benefit external relationships and foster a more successful organization.

References

Cardwell, L. A., Pyle, A. & Williams, S. (2016). Corporate public relations dynamics: Internal vs. external stakeholders and the role of the practitioner. Public Relations Review, 43, 152-162.

Farmer, M. (2021). 4 Ways to Build a Solid Internal Communications Strategy. PRSA. https://www.prsa.org/article/4-ways-to-build-a-solid-internal-communications-strategy

Kent, M. L., & Taylor, M. (2002). Toward a dialogic theory of public relations. Public Relations Review, 28, 21–37.

PRSA Code of Ethics (n.d.). PRSA. https://www.prsa.org/professional-development/prsa-resources/ethics