pr ethics
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TRANSCRIPT
Real ethical behavior is expensive, and that's where the PR industry's ethical dilemma
originates.
DR ARCHANA R SINGH
Public Relations and Ethics: When the twain can meet
Why does PR face ethical questions?
They have to be creative as well as competitive
Have to work within 5 ethical duties
a. Duty to selfb. Duty to consumer/clientc. Duty to
employer/organisationd. Duty to colleaguese. Duty to society
Factors that complicate ethical decision making
Extended consequences: Trickle down effect
Many alternatives: Beyond the `Yes’ &`No’
Mixed outcomes: Both benefits and costs that cannot be predicted
Uncertain consequences: Rarely free of risk or doubt
Personal implications: Intertwined with personal values/beliefs
What should one do?
Understand that ethics are norms not rules
Norms are based on individual/societal beliefs
Ethical codes have to be an extension of personal moral beliefs or they create conflicts
Codes should be clearly definedPersonal interpretations of
codes creates conflictsMission Statements of
companies make codes universally known
What is more important?
Process of decision making? i.e. DeontologicalOutcome of decisions ? i.e. TeleologicalIntents and motives are part of the Deontological
process, however, correct decisions produce best consequences. Ex: Coke & Pepsi. Delayed decision making led to loss of trust. Silence did not prove to be golden.
7 Ethical Norms
The golden mean: Moderation as opposed to extremes or excesses Ex: Maintaining objectivity, Principle of balance in news
Judeo- Christian: `Do unto others as you would have others do unto you’ ` Love thy neighbour as thyself'. Considering how the decisions would impact others. Ex: Tylenol (Johnson and Johnson)
The Categorical Imperative: Sense of moral duty
Norms based on Teleological process
Egalitarian: `Veil of ignorance’ Process of elimination of biases, and treating everyone as equal.
Utilitarian: For the happiness of the greatest number of people. Also called `greatest good’
Relativism: What is best for one may not be best for all. Gives rise to `Situational ethics’ Ex: Union Carbide
Social Responsibility: Decisions to save the society. Increases the element of trust.
Why do crisis happen?
Lapse vs. breach of trust .Ex: Firestone Case: Loss of revenue vis-à-vis loss of life. Withholding information
A company might be able to get away with fooling lots of customers for some of the time, but not all customers all the time. Ex: Microsoft- Broken promises
Contrary to popular belief, a crisis may not be necessarily bad. It is merely characterized by a certain degree of risk and uncertainty. Ex: Cadbury: Time for change
Mumbai terror attack
On 26 November, 2008, the world experienced the most publicized sudden crisis, which was outbreak of anti social activity against common people of India. Total 183 people lost their lives and 314 were seriously injured in almost three days of terror
At the same time Indian Government was blamed by foreign government, international organizations & international press for being reluctant to admit the outbreak of terror attack.
Master List of Reputation Repair Strategies
• Attack the accuser: confront the person or group claiming something is wrong with the organisation.
• Denial: assert that there is no crisis.
• Scapegoat: blame some person or group outside of the organization for the crisis.
• Excuse: minimize organizational responsibility by denying intent to do harm and/or claiming inability to control the events that triggered the crisis.
• Provocation: crisis was a result of response to some one else’s actions.
• Defeasibility: lack of information about events leading to crisis situation.
• Accidental: lack of control over events leading to crisis situation.
• Good intentions: organization meant to do well.
• Justification: minimize the perceived damage caused by the crisis.
Master List of Reputation Repair Strategies
• Reminder: tell stakeholder about the past good works of the organization. Integration: praise stakeholders for their actions.
• Compensation: offer money or gifts to victims.
• Apology: indicate the organization takes full responsibility for the crisis and asks for forgiveness.
Which of these was evident in the Mumbai terror attack case?
