Situational Theory of Problem Solving (STOPS) & Segmentation

The situational theory of problem solving is a foundational theory in public relations. Rooted in the assumption that people use communication as a coping mechanism for a problematic situation, STOPS focuses on solving the problems and understanding communication behaviors.

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Independent Variables of STOPS

The independent variables are situational, which is key since problems come and go. Publics change, so organizations should communicate with whom is likely to respond. According to Kim (2013), it is important for PR practitioners to realize that communication is variable, not constant. STOPS defines the interconnected independent variables for publics as problem recognition, constraint recognition and involvement recognition.

1. Problem recognition refers to when publics see a problem and wants to be involved.

2. Constraint recognition refers to when a public assesses the barriers that limit their efforts to do something about the problem.

3. Involvement recognition refers to the connection between the problem and themself. It also influences whether a public has active or passive communication practices.

According to Chon et al. (2023), referent criterion, as an independent variable, uses how people successfully dealt with similar problems in the past as “a referent” to reduce their need to search for additional information.

Dependent Variables of STOPS

Communicative action in problem solving (CAPS) is developed based on the assumption that "people communicate instrumentally and purposefully to solve their life problems” (Chron et al., 2023). The dependent variables help PR professionals to observe and discern whether a public has active or passive communication. CAPS examines an individual's activeness and reactiveness to issues across three dimensions:

1. How information is acquired

Information forfending (active) and information permitting (passive)

2. How information is transmitted to others

Information forwarding (active) and information sharing (passive)

3. How information is selected.

Information seeking (active) and information attending (passive)

STOPS affirms that publics are not targets of communication but motivated problem solvers who actively construct and circulate information based on subjective criteria (Chron et al., 2023).

Chart from Chron et al. (2011)

Public Segmentation Using STOPS

Public segmentation is crucial for strategic public relations, as it helps organizations move past the misconception that all individuals display similar behaviors (Kim, 2011). By using STOPS, organizations can segment publics into several groups based on their problem recognition, involvement recognition and constraint recognition:

1. Nonpublic

2. Latent Public

3. Aware Public

4. Active/Activist Public

Individuals in the nonpublic do not recognize a problem, have no connection to it, and therefore, are not motivated to act. The latent public may recognize the problem or feel a connection, but they are not aware of the problem's full consequences. Like its name, the aware public is aware of the problem and its consequences, and has more motivation to act than the latent public. The individuals in the activist public are the most motivated problem solvers and have the highest active communication/information behaviors (Kim, 2011).

Segmentation is important so PR practitioners know which publics they should communicate with. Practitioners should not target a nonpublic because they have low problem recognition and subsequently low involvement and constraint.

References

Chon, M.-G., Tam, L., Lee, H. & Kim, J.-N. (2023). Situational theory of problem solving (STOPS): A foundational theory of publics and its behavioral nature in problem solving. In E. Sommerfeldt & C. Botan (Eds), Public relations theory III: In the Age of Publics (pp. 58-76). Routledge. http://doi.org/10.4324/9781003141396-6

Kim, J.-N. (2011). Public segmentation using situational theory of problem solving: Illustrating summation method and testing segmented public profiles. PRism 8(2): http://www.prismjournal.org/home

Kim, J.-N. (2013). Situational Theory of Problem Solving. Encyclopedia of Public Relations (Ed. 2). SAGE. https://www.researchgate.net/publication/311681169_Situational_theory_of_problem_solving

Shin, J. & Heath, R. L. (2020). The Role of Public Relations Professionals and Leadership Challenges. Public relations theory: A skills-based and case-study approach (1^st ed.). Wiley-Blackwell Publishing.