The Forgotten Publics in Public Relations (Inactive Publics)

Inactive Publics: The Forgotten Publics in Public Relations *Kirk Hallahan

ABSTRACT:

In recent years, public relations theory has focused mostly on publics that are interested in and concerned about the activities of organizations. Largely overlooked is the importance of groups that have only minimal motivation, ability, or opportunity to know about, talk about, or participate in efforts to influence the policies or practices of organizations. These forgotten constituencies can be referred to as inactive publics.  

A quite different set of assumptions. They are:

1. It assumes that not all public relations activities necessarily revolve around issues, disputes, or conflicts.
2. Many organizational–public relationships can operate at an extremely low level.
3. The prospect of establishing and maintaining minimal relationships with inactive publics pose a set of communication challenges that are quite different from interactions with highly active publics.

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Analyzing Team Roles

A team leader needs to be both facilitator and inspirer — a business team depends upon its leader to provide it with the facility to make decisions and the support to grow.

EVALUATING LEADERSHIP QUALITIES: The analysis of leadership qualities shown below was developed by the UK Insights consultants and is influenced heavily by the example of famous sports stars The model indicates the five internal and five external skills that should be present in a successful leader of teams. Key: Inner strengths; Outer signs. Communication, Self belief, Visibility, Integrity, Teamwork, Attentiveness, Results-focused, Vision.

LEADING A TEAM

The performance of any team depends on the quality of its collective thinking. How good are its decisions? This reflects the quality of the decision-making processes. The leader should strive to achieve a positive atmosphere, free from rigidity and envy, in which people compete with ideas — not egos. Teamwork does not function if the leader consistently puts forward ideas before others have had the chance to speak. In the classic Japanese method, the leader listens silently until every team member has expressed an opinion before making the decision for the whole team. A true team leader will facilitate, inspire, and implement rather than control.

Facilitate >> Inspire >> Implement. 

GIVING INSPIRATION: Team leaders play several roles: they are there to facilitate the making of decisions; to inspire lateral thinking, motivation, and hard work within the team; and to implement decisions made by the team.

 

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