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Archive for the ‘Lessons Learned’ Category

As the political campaign enters the next stage the “media  consequence” question for us now is how many of the lies, attacks, and outrageous remarks we endured in the past will we remember as the candidates very likely will begin to sound more reasonable?

In previous posts I have discussed how ‘lies begin to sound true” and “imploding information produces confusion” in this new media world. Consumers are left having no idea what to believe. Now, as we move ahead we must add still another troubling media consequence: extremely short memories!

Political candidates, institutional critics, and social cause advocates have learned that they can get attention, receive ongoing news coverage, and attract large audiences just by making outrageous statements that include elements of conflict and light  entertainment. Then, once celebrity status is established these same people can change their tone, sound more reasonable, and gradually put distressed people more at ease. The consequence is that we can never be exactly sure of what we are getting in a leader… be it in governments, institutions, or causes. This memory loss and leadership uncertainty stage is what we are entering now in the current political campaign.

Only a society that can fact-check for truthfulness, strong  character and integrity early in the process will be able to trust the people they elect. The problem is that we have not yet learned how to do this in this age of ongoing media revolutions.

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Not too long ago if someone made an outrageous remark about an organization I probably would have advised officials not to respond. To do so inevitably would give credibility to that person, put the organization’s spokesperson on the defensive, and unintentionally confirm the situation as controversial. Not responding would usually mean that the whole thing would just go away.

But in today’s media climate not responding can lead to unanticipated problems. For example, there is no doubt that today’s social media combined with the voracious appetite of 24/7 news very likely can lead to lies sounding true… at least true enough to seriously damage reputations.

And when a political party decides to attack the government as a whole, block everything a president does, object to every domestic and foreign policy, and reject every economic initiative, there also can be unintended consequences. In addition to creating gridlock and nothing getting done, a mean-spirited polarizing approach can also lead large numbers of people to view the attackers themselves as a huge part of the problem.

So in a new media world lies can begin to sound true,  attackers can eventually become part of the problem, and simple promises of a better life by someone outside the system can become very attractive. Feelings emerge that social progress has become hopelessly gridlocked, and very soon there is too much support and momentum for the outside person to be stopped. In other words, the desire for happy days “trumps” any demands for details about action plans.

The news media also plays a role here. Events and public  pronouncements that stand out and grab public attention are clearly news. When such stories have next day follow-up potential they are really good for business, i.e. ratings and headlines. The unintended consequence, however, is that the person able to generate grabber headlines gets what amounts to free publicity, and often a lot of it over extended periods of time. Eventually this adds up to establishing emerging leader credibility.

Similar conditions existed in Germany in the 1930’s. People had become disenchanted with government, the jobs economy was weak, international prestige was suffering, and conditions were ripe for promises of a better life. An unlikely individual emerged with that promise, as well as an additional one to restore the public’s pride in the superiority of all things German. By the time enough people saw what was actually happening it was too late to stop it.

Does all this mean that the news media has a responsibility to step in very soon and demand on-the-spot proof for comments that seem less than truthful? Or does it mean that many other organizations and schools need to accept the critically important responsibility of teaching masses of citizens about  today’s media dynamics and consequences?

For now, however, it may be that we can only cross our fingers. If we actually do elect a president based more on promises than substance, let’s all hope it all works out anyway!

 

 

 

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We live in a world where communication breakdown is rampant. Polarized ideologies and outrageous political campaign claims have created confusion and consumer frustration. Can legitimate institutions and individuals ever be understood in an environment such as this? It may seem complicated and time-consuming at first, but there is a set of communication initiatives that when used over time can cut through information clutter.

This set of communication power tools is called Integrated Marketing Communication, or IMC. “Integration” in strategic communication has two basic dimensions: The first is the simultaneous use of a variety of media platforms carefully selected for each target market to significantly ramp up the frequency and intensity of messages. The second is to use group dynamics techniques to bring opinion leaders together to clarify competitive advantage, get constituents on the same page with respect to brand identity, and to organize and facilitate aggressive and on-going media “buzz,” and word-of-mouth support.

Bringing basic “marketing” ideas into strategic communication establishes that to communicate them successfully, programs, products, prices, ways to connect, and on-location experiences, all need to meet real consumer needs. To make sure this happens the primary communicator  must be a major and active player in the entire strategic planning process.

When all of these pieces are in place, Integrated Marketing Communication will provide a powerful set of communication tools that can clarify authentic messages and cut through the bewildering information clutter of this new digital media world.

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Last week I asked the question: How important is Truth? A long-established historian and recognized scholar sent me a very perceptive response. He preferred that I publish it without attribution, so here is a slightly trimmed version of what he said:

“Time, not truth, is (our) unit of value. The more information we are offered, the less we have. Information is conveyed through time, and (today) time is purchased with money. Hence truth must be ‘trimmed’ to fit the narrow confines of the time offered by the (news or other) medium.”

He went on to point out, “This is the reverse of the order of what prevailed for the last two centuries. Our ancestors had scads of time… stood in the open for hours listening to addresses and debates. They read tiny printed newspapers, transcripts, documents and public records. There never was a need for a commercial break…”

“My fear,” he concluded, “is that we do not live in the Information Age, rather (we live) in the Entertainment Age.”

I share this sage’s perceptive thoughts as our “entertainment-driven” political debates rage on day after day. Admittedly, my constant call for more media literacy education might not change this game. But at least it might produce some measure of public awareness of what is really going on.

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The 24/7 cable news and social media revolution has changed political campaigning in many ways. One of the most troublesome developments is the acceptance of deliberate and  incessant lying.

How important is it to you that your candidate tells you the truth? And what can be done when everyone starts making outrageous claims just because everyone else is doing it?

In past years I remember hearing that kind of “group-think” from well-meaning fans about cheating in intercollegiate athletics. But when a game changes to rationalize lies and partial truths as acceptable what happens to the game, and the fans?

In today’s instant digital media environment there is a  growing acknowledgement that the more a lie is repeated the more it begins to sound true. One lie enables more lies, and  suddenly everyone is following with their own outrageous claims. Otherwise they fear the news media will ignore them.

How then should responsible journalists respond to such a situation? The accepted approach seems to be to ask one tough question and then leave the response unchallenged.  The thought is that challenging the truth is the other candidates’ responsibility… or at least someone else’s. After all, there are a number of “fact checker” websites that can be consulted. But truthfully, how many average voters are consulting them… or even know they exist?

Given the intensity of the situation, should we be expecting responsible journalists to be questioning outrageous  statements more aggressively? Should they be pushing newsmakers on the spot to substantiate suspicious claims? Or is reporting the drama of continuous political fighting, shouting, and poll fluctuations just too good for the business of media, i.e. just too good for tomorrow’s readership and ratings?

Whatever you think, I think now more than ever media literacy education is needed in schools, colleges, PTA’s, professional associations, community organizations, and everywhere possible. Citizens need to become their own editors and fact checkers. Even news organizations could be doing more to explain how they see their role and what consumers can do to find the truth.

In fact, I believe that leaders at all levels in all organizations should be analyzing all this and noting how media and technology revolutions change everything… inside and out!

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Last week I discussed the danger of rigid marketing models and evolving executive groupthink when the market outside is changing. However, this should not be confused with a strong corporate culture that monitors and embraces ongoing change.

Some organizations build their corporate cultures gradually over time. Other organizations are created at the outset with values and cultural characteristics intended to differentiate them from the others.

For example, some silicon valley companies are building team cultures by offering free food, child care, attractive health and other benefits, parking, recreation facilities, mid-day rest time, paternity and maternity leave, etc. These perks serve as hiring advantages, team building tools, and high productivity incentives.

On the other hand, Amazon was recently criticized for a no-nonsense culture with high expectations for fast work and long work hours. But the company responded that employees there were energized by a culture based on exciting new challenges and being a part of a cutting-edge organization on the move.

Even though universities are more like small cities they too have corporate cultures that help define their competitive advantage. Some use benefits and a sense of family in place of salary to attract top quality faculty and staff. Others count more on a culture of rigorous scholarship, academic prestige, and competitive salary to motivate achievement and define competitive advantage.

No matter how corporate culture is established it becomes a major  part of an institution’s brand identity. A clear understanding of “how we do things around here” can be a positive force so long as those things can evolve with outside market changes. The challenge is to let those things evolve without damaging  the features which have established the institution’s competitive advantage.

The interesting thing about corporate culture is that it both defines the nature of the workplace inside and much of the appeal the institution has with most of its external constituents.

Experience suggests that cultural features can be so strong in many organizations that even in hard times every effort should be made to hold on to as many as possible. Some may go so far as to prefer cutting staff positions before damaging the external “brand promise” and the internal work experience for those who remain.

In the final analysis, groupthink and marketing models that insulate executive teams from the forces of change are certainly harmful. But organization-wide task forces and internal think tanks that monitor market changes and carefully manage the evolution of strong and creative corporate cultures are really powerful and essential strategic communication tools.

 

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Back in the day, I was among several others seeking to find and articulate the perfect planning model for communicating institutions. The “buzz term” at the time in management was MBO, Management by Objectives. I wanted to find the communication equivalent.

But over time I came see that “groupthink” of any kind can be a trap. “This is the way we do things,” has caused many executive teams to plateau just when reinventing themselves and revitalizing their organizations became necessary.

In fact, entire consulting firms have based their work on a formula for success they have developed.  In higher education many fundraising consultancies and marketing and communication firms have based their work on formulas. And so when the core business is disrupted the initial response is to do more of what has always been done.

But when overall conditions change, competition deepens, and markets broaden, the game is changing. Now is when marketing thinking, integrated processes, strong team building, fresh thinking, and new strategic initiatives might be necessary.

An article in the Chronicle of Higher Education recently  described Georgetown University’s “Red House, a house near center campus, as a kind of  “skunkworks.” Students and faculty are engaged together in developing creative cutting-edge projects in search of a more innovative and cost-effective education.

In order to avoid falling back on past models, maybe all organizations could benefit from forming their own version of a “skunkworks.” Such internal think-tanks can objectively use integrated group processes to clarify founding mission, fine-tune brand authenticity, update message points and overall  “look,” revitalize the vision, and inspire a strong sense of renewal.

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This week my head is swirling with questions: Did the founding followers think that the future of our republic depends on voters who are educated about the issues? Does the news media have a responsibility to help deliver that education? If not, who does?

In a 24/7 cable news world does endless sound bites of  Trump, Trump, Trump, create a sense of inevitability about the outcome? Is it OK to allow one candidate to dominate news coverage thereby requiring the other candidates to compete for coverage by creating their own outrageous moments?

Some communication academics argue that news organizations determine the social issues agenda by what they chooses to cover. Then individual peer groups determine what people think. Are today’s news media outlets setting an agenda that would please the founding fathers?

Wolf Blitzer on CNN this week said that this week’s debate is now about who will not appear. But is there any news media responsibility here to respond by focusing on an agenda of issues that need to be addressed substantively?

So the issue really is: What is the definition of “news” in a commercially competitive, fast-paced, 24/7 news media world?  Is it mostly the excitement of the race itself, i.e. the drama of intense conflict, name-calling and polarization?

In the final analysis, I can only conclude that in today’s new media world citizens are on their own to educate themselves about the substance of candidates… and understanding the dynamics of this digital-driven information implosion environment is critically important to their ability to do so.

So where in society should this public policy knowledge be strengthened, and media literacy education take place? The public schools? Universities? Community groups? How do we make it happen? And should news media organizations at least do a better job of educating their audiences about themselves?

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On his weekly CNN program, Global Public Square, Fareed Zakaria described a vicious social media assault that aimed to destroy his reputation and harm his family. He labeled these assaults “trolling,” and they can have devastating consequences.

In past posts I have discussed how half-truths and even outright lies can seem true in this fast-paced digital media world… especially when they are repeated over and over.

It is important to note that in day-to-day communication it is natural for most people to simply hear what they want to hear. And when they repeat what they heard they innocently embed it with more of their own views. These “rumors” usually are just a natural part of the communication process. While they can cause problems, they generally are not intended to do harm.

But in a highly charged communication environment of nonstop polarization and extreme opinions this otherwise natural process can turn quite vicious just by adding the conscious intent to discredit and bring harm to a cause, individual, or even an institution.

And in this 24/7 news world, the news media can unwittingly make matters worse by reporting such assaults each time they are made. In this way the information environment becomes cluttered and confusing, leaving everyone completely on their own to sort it all out.

I can’t stress enough how important it is to pay attention to the consequences of social media “trolling” during this extremely polarized political season. Every citizen simply must approach each and every campaign or PAC statement with a huge degree of skepticism. Defensive listening must become the order of the day.

We are in an age of ongoing media revolutions. And there is no end in sight. Therefore, teaching and learning about media literacy in schools, churches, community organizations, and even on street corners, might be our only long-term salvation.

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In the past I have found state of the union addresses to be too cluttered with wish lists and endless recommendations, and therefore pretty much useless as calls to action. In short, from a communication point of view most of them were fairly weak speeches.

I must say I think Obama chose a better framework this time… a format with four basic ideas embedded in four questions: (1) How can we give every American a chance at some measure of success? (2) How can we use new technology to ensure U.S. leadership in the world? (3) How can we make the U.S. safe from terrorism? (4) How can we make our politics reflect what’s best about America, not what’s worse?

The cleverly embedded ideas were obvious: We need to focus more on closing the income gap. We need to lead the world in climate and new energy innovation. We need to invest more in homeland security. And we need to end mean-spirited  polarization.

This framework allowed Obama to point out a few of his successes. But more importantly it enabled him to lay out a challenging (but doable) agenda for future leaders, no matter their political ideology. This made for a much better speech.

However, good speeches usually have a natural concluding moment, and I think Obama missed his. That moment occurred about 15 minutes before he sat down! His audience was in the palm of his hands when he explained what it means to be a free American. But then he went on with too many little examples allowing partisans to return to their polarized thinking.

That said, his idea number 4 is very much worth noting. Communication analysis suggests that polarization can win a debate, but not the day. Extreme solutions almost always are temporary. Real problem-solving actually takes place in the grey areas of most issues.

Communication dynamics therefore provides a strong argument for bipartisan compromise. Effective leaders must be allowed to establish an environment of authentic listening.  And once heard, constituents must follow with good-spirited, bipartisan and collaborative problem-solving.

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