ith a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happe

Don't let yourself be diverted by communications tactics playtime. You know, straying from the main Public relations game plan by juggling a press release against a radio interview, or a brochure against an op-ed.

Those "beasts of burden" who will carry your message to you target audiences will come in handy at the right time.

For you, the main public relations consideration must be attracting the support of those external audiences whose behaviors have the most effect on your enterprise. But you must do it by first achieving the positive changes you need in their perceptions and, thus, behaviors.

You get both using this strategic approach to public relations which means your chances of achieving your organizational objectives are clearly enhanced.

It all starts with the fundamental premise of public relations shown just below.

"People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors affect the organization, the public relations mission is accomplished."

The core strength of those comments lies in the behavior changes that can take place among your key, outside audiences. When those changes occur - and the combined perceptions of members of that important external "public" begin to move in your direction - it can spell public relations success.

For instance, with a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happe

tion must be attracting the support of those external audiences whose behaviors have the most effect on your enterprise. But you must do it by first achieving the positive changes you need in their perceptions and, thus, behaviors.

You get both using this strategic approach to public relations which means your chances of achieving your organizational objectives are clearly enhanced.

It all starts with the fundamental premise of public relations shown just below.

"People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors affect the organization, the public relations mission is accomplished."

The core strength of those comments lies in the behavior changes that can take place among your key, outside audiences. When those changes occur - and the combined perceptions of members of that important external "public" begin to move in your direction - it can spell public relations success.

For instance, with a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happe

enhanced.

It all starts with the fundamental premise of public relations shown just below.

"People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors affect the organization, the public relations mission is accomplished."

The core strength of those comments lies in the behavior changes that can take place among your key, outside audiences. When those changes occur - and the combined perceptions of members of that important external "public" begin to move in your direction - it can spell public relations success.

For instance, with a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happe

ganization, the public relations mission is accomplished."

The core strength of those comments lies in the behavior changes that can take place among your key, outside audiences. When those changes occur - and the combined perceptions of members of that important external "public" begin to move in your direction - it can spell public relations success.

For instance, with a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happe

ith a strong factual basis, you convince area activists gathering at your plant gate that (1) you don't dump chemicals into the river, and (2) both State and Federal investigations found that to be true. When they finally clear out, you've limited the damage an expensive and long-lasting disruption could have caused. That saved the organization cold, hard cash!

What happened? You managed to change the perception of those activists which, predictably, led to the change in their behavior that you desired. In other words, a successful use of public relations' fundamental premise.

While public relations can bring real power to bear, and while there's a well-worn path leading to each success, truth is, you can't change perceptions, and thus behaviors of your important outside audiences if you are not in touch with them on a regular and meaningful basis.

That's why it's so important to interact with members of each target audience, and ask questions. What do you think of our services, our programs, or our products? Are you satisfied? Listen carefully for signs of a misconception or a factual inaccuracy. Is there a belief alive out there that simply isn't true? Do you detect a hurtful rumor that must be squashed?

The answers you receive let you establish your public relations goal. For example, correct that inaccuracy, clear up that misconception, or get out the facts in order to neutralize that rumor.

But how will you actually reach that goal? With a clear and urgent strategy.

Fortunately, in dealing with perception/opinion, we have just three options available to us. Create perception/opinion where there is none, change existing perception, or reinforce it.

The goal you established will quickly tell you which strategy choice you must make.

But, of course, what you say to that target audience, in pursuit of your public relations goal, is c