ETHICS AND CODE OF CONDUCT IN PUBLIC RELATIONS

Made By:

BARKHA VERMA (8119) NOVITA KOHLI (8113)

BBS 2-C
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ACKNOWLEDGEMENT
We gratefully acknowledge and thank our Public Relations teacher Ms. Nomita Sharma for her support and help, the classroom teachings provided by her were extremely beneficial and guided us on how to work on our project.

The project was a learning experience for both of us. It helped us to understand Public Relations better as a subject and to gain useful insights. It also provided a practical approach to Public Research.

We are also thankful to our respective parents for providing us with the resources and encouraging us. We are thankful to everyone whos helped us complete the project.

CERTIFICATE
This is to certify that the group of Barkha Verma and Novita Kohli has successfully completed their project on Ethics and Code of Conduct in PR as part of their internal assessment project for Public Relations and Corporate Image.

Ms. Nomita Sharma

TABLE OF CONTENTS
1. Preface.5 2. Evolution of Public Relations Ethics..6 3. Defining ethics8 4. Theories of Ethics in PR...11 5. Application of PR Ethics..15 6. Resources of PR Ethics...18 7. PRSA Code of Ethics (guidelines)..19 8. Public Relations Ethics Case Study..22 9. Pushing the Frontiers in Public Relation Ethics..26 10. Conclusion..27 11. Bibliography..28

PREFACE
The central purpose of this project is to provide an overview of Ethics in public relations. We review the evolution of public relations ethics, the current state of practice, and the thoughts of ethicists. Definitions will be provided and key areas of evolution and debate within the field will be addressed. Implications for practitioners are discussed, including the research showing that a strong sense of ethics and of how to arrive at ethical decisions can enhance the career prospects of public relations professionals. Recommendations for public relations practitioners are made, including topics such as gaining access to an organizations top decision makers, promotion to an ethical counselor role, PRSA code of ethics and ethics study, and approaches to ethical analyses. Finally, practical guidelines for dealing with ethics will be offered, followed with suggestions.

E VOLUTION OF P UBLIC R ELATIONS E THICS

One of the earliest public relations executives to argue for the role of acting as an ethical counsel to management was John W. Hill. Hill had a very developed philosophy of Corporate Responsibility and Issue Management and this recent analysis found that ethics pervaded both his work as executive counsel and his books about public relations. Hills grasp of the interaction between ethics, issues management, and far-reaching effects of corporate policy made him not only one of the most successful practitioners of his century. John W. Hill was a progenitor of what scholars called public relations as the corporate conscience. As the civil unrest of the 1960s called both government and businesses to a higher level of accountability, their communication functions responded with the creation of more open, ethical, and socially responsible forms of public relations. The function of issues management began to advise executives on ethically responsible policy decisions and symmetrical public relations began to incorporate the desires of publics for more fair and balanced decision making. Although research showed that scant attention was given to ethics in major public relations textbooks before this time, the last decade has shown an improvement. This interest in teaching and discussing public relations ethics is good news, especially for new practitioners so that they do not inadvertently limit
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their prospects for promotion. As newer data reveals, job promotion options may be constrained for practitioners who do not know ethics or feel prepared to advice on ethical dilemmas. Despite the strides made in modern public relations toward becoming ethical advisors in management, the field holds a tarnished history in the words of one scholar. Like any young profession, the historical development of public relations shows a progression toward more self-aware and ethical models of communication. By reviewing this development, the historically negative reputation of public relations, as well as its potential for encouraging ethical communication, we can see the maturation of the profession from one engaged in simple dissemination of information to one involved in the creation of ethical communication.

DEFINING ETHICS
The definition of "ethics" is somewhat consistent from scholar to scholar. Standards of conduct that indicate how one should behave based on moral duties and virtues. However, the debate comes into play when determining what these standards of conduct consist of. Are ethics a personal decision? Do universal ethics really exist? Are ethical obligations determined by yourself, your employer, the public relations profession, society? Each of these issues is debated among scholars. Traditionally, ethical systems have been categorized into one of three main categories: Teleological Deontological Situational

TELEOLOGICAL ETHICS
Teleological ethics systems take on a results-oriented approach and are often referred to as "utilitarian." This approach asks the question, which decision will provide the greatest good to the greatest number of people. Problems with this approach: How can you calculate greatest good? Won't you have to act before you can determine the outcome?
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Positives of this approach Requires a consideration of all alternatives. Requires a practitioner to think about the consequences of their actions.

Examples of teleological ethics The suggestion that public relations should serve the public interest. Making choices not based solely on financial considerations.

DEONTOLOGICAL ETHICS
Deontological approaches to ethical decision making are also called "duty" ethics or the "humanitarian" approach. Deontological systems are based on the idea that human beings must treat other human beings with respect and dignity. In this case, ethical behavior is judged on whether the action violates human rights. The actions themselves are treated as "right" or "wrong." Problems with this approach Which human rights are deemed more important? As society evolves over time, will norms of basic human rights change? Blindly following this approach could lead to considerable harm. Examples of Deontological Ethics Declaration of Independence
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 Choosing not to disseminate false information because that would constitute an act of lying which is "wrong."

SITUATIONAL ETHICS
Situational ethics suggests that decision-making should be seen as independent of specific circumstances. Instead of following the same set of rules in each decision, practitioners engaging in Situational ethics decide on a case by case basis. Positives of this approach Can be helpful when there are several conflicting ethical obligations. Useful when blindly following rules, as suggested by Deontological systems, would result in considerable harm. Examples of Situational Ethics in Action Choosing not to comment to the press when releasing the information could result in considerable harm to one's client or the public. The conflicting ethical responsibilities in this instance include honest and prevention of harm.

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THEORIES OF ETHICS IN PR
Several theories have been developed that relate to public relation ethics and the ethical decision-making process. For each of these theories, it is important to take note of the core value espoused in each perspective. The theories reviewed are:

Theory of Responsible Advocacy Enlightened Self Interest Baseline Two-way Communication Model Attorney/Adversary Model Each of these theories offers a different justification for the practice of public relations.

Responsible Advocacy (Fitzpatrick and Gauthier)

This theory of public relations proposes that the best way to practice public relations ethics is through the ideal of professional responsibility. The key points of this theory of ethics are: Practitioners greatest need for ethical guidance is in the reconciling of their conflicting roles of professional advocate and social conscience.
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 Public relations professionals best serve society by serving the special interests of his or her client or employer. First loyalty is always to client; but also has a responsibility to voice the opinions of organizational stakeholders. This theory is espoused in the Public Relations Society of America Code of Ethics. In the code's statement of values, it defines advocacy as: "We serve the public interest by acting as responsible advocates for those we represent."

Enlightened Self-interest Model (Baker)

Baker proposes enlightened self-interest as a baseline for justification of persuasive communication activity. The key point of this model is that: Businesses do well by doing good. Those who propose this model use potential for profit as a basis for justifying acts that are ethical. The creator suggests that:

By behaving ethically, companies gain a competitive edge and are more respected in the marketplace. Businesses which make a short term investment in order to behave ethically will reap the rewards in the long term.
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Opponents of this model argue that self-interest cannot be a core value of public relations ethics programs because you are effectively ignoring the interests of your publics. Also, enlightened self-interest can be interpreted as just an easy way out of making difficult decisions. Ethics is about doing right where others, and not just yourself, are concerned.

Two-way Communication (James Grunig)

James Grunig, one of the leading public relations scholars in the world, proposes his model of two-way, symmetrical communication as the best way to achieve ethical decisions. He bases his theory on the following assumptions:

Collaboration, working jointly with others, is a key value in ethical decisions. The process of dialogue with different people allows for both listening and arguing. Not everyone will get what they want, but dialogue will lead to the most ethical outcome. This approach requires the public relations practitioner to balance their role as advocate for their client with their role as social conscience. Opponents of this model say it falls short for failing to address the question of how far PR professionals should go in counseling their clients and employers to address the needs of others. Other critics contest that two-way symmetrical public relations is an unrealistic, utopian ideal.

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Attorney/Adversary Model Barney and Black

This model makes several assumptions as its creators attempt to compare lawyers to public relations practitioners. According to Barney and Black, these two professions are alike in two ways: 1. Both are advocates in an adversarial climate 2. Both assume counterbalancing messages will provided by someone else. be

In this model of public relations ethics, Barney and Black suggest practitioners have no obligation to consider the public interest or other outside points of view. Because they assume a counterbalancing message is someone else's job, public relations practitioners should only consider the view of their client in their decision-making process. Those who oppose this approach to public relations ethics cite differences between the conditioners under which lawyers and PR practitioners operate. Lawyers practice in a court of law where fairness and equal representation are guaranteed. PR professionals work in the court of public opinion. Opponents say because a counterbalancing message is not guaranteed, practitioners cannot afford to overlook the public interest in ethical decision-making.

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APPLICATIONS OF PR ETHICS
Ethics is essentially the result of intellectual reasoning, it is important to have guidelines to follow in the decision-making process. Ethics is not just knowing what is right or wrong, but doing it!

The Potter Box decision-making model The Navran decision-making model Codes of Ethics

Potter Box Model

This ethical decision-making model was derived by Ralph Potter of the Harvard Divinity School. It includes four steps: 1. 2. 3. 4. Define the situation Identify values Select principles Choose loyalties The benefit of this model is that it forces the practitioner to prioritize the values and publics that are most important to the organization in a given situation. In most cases, the public relations professional is juggling relationships with many constituents, none of which can be overlooked.

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Navran Model
The creator of the decision-making model devised a six-step plan to reflect the natural decision process of humans: 1. 2. 3. 4. 5. 6. Define the problem Identify available alternatives Evaluate the alternatives Make the decision Implement the decision Evaluate the decision Ethical decisions are made by applying series of PLUS filter to steps 1, 3 and 6.

P = Policies - is it consistent with organization guidelines? L = Legal - is it within the scope of the law? U = Universal - does it conform to values of my organization? S = Self - does it satisfy my personal definition of what is right and fair? While this may not guarantee an ethical decision, it will ensure ethical components are taken into consideration.

Developing Codes of Ethics

A code of ethics should serve as a living, breathing document that was created with the input from all levels of employment at an organization. There are four issues that should be taken into consideration when drafting a code of ethics: 1. Determine the purpose and jurisdiction of the code. Is it created for regulatory or inspirational purposes? Who does the code apply to? Is it to be used in day-to-day decision-making? 2. Determine the values most important to leaders, employees and other stakeholders. These values will provide direction in

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the absence of policies. They should be defined, not just listed. Examples: integrity, honesty, respect. 3. Current challenges facing the organization along with legal context in which the firm operates should be addressed in the rules and guidelines of the code. Examples: discrimination, conflicts of interests, globalization. 4. How the guidelines will be implemented and enforced is another consideration when drafting a code of ethics. How will employees be trained, monitored and evaluated in their ethical behavior? Will there be rewards and opportunities for feedback?

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RESOURCES FOR PR ETHICS

Public Relations Society of America Code of Ethics The Institute of Public Relations Code of Conduct Canadian Public Relations Society Code of

Professional Standards International Association of Business

Communicators Code Association of Fundraising Professionals Code of Ethics Josephson Institute for Ethics Ethics Resource Center

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PRSA C ODE

OF

E THICS

E THICAL G UIDANCE FOR T ODAY S P RACTITIONER

The practice of public relations can present unique and challenging ethical issues. At the same time, protecting integrity and the public trust are fundamental to the professions role and reputation. Bottom line, successful public relations hinges on the ethics of its practitioners. To help members navigate ethics principles and applications, the Society created, and continues to maintain, the PRSA Code of Ethics. Under the Code, widely regarded as the industry standard, members pledge to core values, principles and practice guidelines that define their professionalism and advance their success.

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Building Principles on Core Values

The Code, created and maintained by the PRSA Board of Ethics and Professional Standards (BEPS), sets out principles and guidelines built on core values. Fundamental values like advocacy, honesty, loyalty, professional development and objectivity structure ethical practice and interaction with clients and the public. Translating values into principles of ethical practice, the Code advises professionals to: Protect and advance the free flow of accurate and truthful information. Foster informed decision making through open communication. Protect confidential and private information. Promote healthy and fair competition among professionals. Avoid conflicts of interest. Work to strengthen the publics trust in the profession.

Code guidelines, like tactics supporting strategies, zero in on putting value and principles into play for working professionals facing everyday tasks and challenges. Among them, professionals should: Be honest and accurate in all communications. Reveal sponsors for represented causes and interests. Act in the best interest of clients or employers. Disclose financial interests in a clients organization. Safeguard the confidences and privacy rights of clients and employees. Follow ethical hiring practices to respect free and open competition. Avoid conflicts between personal and professional interests. Decline representation of clients requiring actions contrary to the Code.

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Accurately define what public relations activities can accomplish. Report all ethical violations to the appropriate authority.

Addressing Practice Challenges

Digging even deeper, BEPS takes on current practice issues and challenges in periodic Professional Standards Advisories (PSA's). Applying the Code to specific scenarios, BEPS has addressed practices including:

Pay-for-play journalism. Anonymous Internet posting, flogs and viral marketing. Front groups. Disclosure of payment of expert commentators. Truth in wartime communications. Overstating charges or compensation for work performed.

Offering a Professional Model

In the Code preamble, PRSA asserts that ethical practice is the most important obligation of a PRSA member. While the Code covers members, PRSA maintains that all public relations professionals should look to it as a model of professional behavior. Additionally, PRSA regards the Code as a model for other professions, organizations and professionals.

Resources for Your Benefit

To make the topic of professional ethics accessible, understandable and practical, PRSA offers a host of resources the PRSA Code of Ethics, Professional Standards Advisories, topical analyses and case studies.

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Public Relations Society of America Board of Ethics and Professional Standards

P UBLIC R ELATIONS E THICS C ASE S TUDY S AFEGUARDING C ONFIDENCES
The Worldwide Widget Co. (WWC) has a non-disclosure policy thats set in stone. Smythe & Smythe Public Relations has just won the WWC account and all the account personnel working on the account have signed WWCs non-disclosure policy form. The forms are on file in WWCs Law Dept. Three weeks after work for the new client has started, the account team is given a briefing about a new product that will revolutionize the widget market. The new widget model is half the price of conventional widgets and does the work in half the time. In addition, secret tests show that it lasts twice as long. The account team is cautioned not to say a word about this to anyone not even other S&S PR employees or family members. After a month of work on a dynamite new public relations program that could preempt the market, S&S PR staffers are invited to a fund raising party for the Newtown Symphony Orchestra. The top echelon of influential Newtown citizens are at the function, where food and wine flow like food and wine! An S&S PR junior staffer assigned to the WWC account lets the wine flow too freely and, before anyone can do anything about it, he discloses all he knows about the new widget to an editor with the Newtown News. If president of S&S hear him blab the final piece of information to the editor. Pulling the staffer aside.

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What would be the next courses of action? With the staffer? With the editor? With the client?

1. The ethical issue and/or conflict The client should be informed about what has occurred? Should he try to get the editor to hold up releasing information about what he was just told? What are his responsibilities to his employee?

2. Internal/external factors that may influence the decision Enforcement of the non-disclosure policy by WWC Policy of the Newtown News regarding curtailing information until later . Responsibility to an intemperate employee

3. Identify key values Honesty We adhere to the highest standards of accuracy and truth in advancing the interests of those we represent and in communicating with the public. Independence We are accountable for our actions. Loyalty We are faithful to those we represent, while honoring our obligation to serve the public interest. Fairness We deal fairly with clients, employees, employers, competitors, peers, vendors, the media and the general public.

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4. Identify the parties who will be affected by the decision and define the public relations professions obligation to each WWC management and employees Newtown News and other media S&S employees 5. Select ethical principles to guide the decision The core principle of the Safeguarding Confidences section of the PRSA Code of Ethics Code Provisions is: Client trust requires appropriate protection of confidential and private information. The intent of this provision is: To protect the privacy rights of clients, organizations and individuals by safeguarding confidential information. A guideline under this provision stipulates that a member shall: Immediately advise an appropriate authority if a member discovers that confidential information is being divulged by an employee of a client company or organization.

6. Make a decision and justify The clients interests are paramount in this case. The client should be immediately informed of the information leak by the S&S president. The circumstances should be explained regarding the tipsy staffer and the presence of the newspaper editor. The agency president and the client should determine the next step, which might include making an early announcement of the product launch to nail down the market possibilities. A more sensitive course of action would be to ask the editor to curtail the information until a later date in the best interest of WWC, its employees and the citizens of Newtown. If your relationship is good, this might work, in return for giving the editor a jump on
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the story. Since a non-disclosure statement was signed by the junior staff member and the agency had pledged not to disclose information, there are possibly legalities involved that could make the agency responsible for any loss of future market share, at the worst. Loss of the account is also highly likely. Unfortunately, the budding staffer would have to be discharged so that other staff members would realize that they must keep information on a confidential basis.

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PUSHING THE FRONTIERS IN PUBLIC RELATIONS ETHICS

To answer the demand for ethics training from the professional front, training in ethical decision making is being offered by some employers, universities, and professional associations. Only recently have public relations scholars incorporated a substantial amount of moral philosophy into the body of knowledge we know as communication. The inclusion of this scholarly literature in our own field can powerfully extend the ethical reasoning capabilities of public relations professionals. These approaches, which are reviewed below, offer substantive ethical guidelines for analyzing dilemmas.

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CONCLUSION
The ability to engage in ethical reasoning in public relations is growing in demand, in responsibility, and in importance. Academic research, university and continuing education, and professional practice are all attending more than ever to matters of ethics. The public relations function stands at a critical and defining juncture: whether to become an ethics counselor to top management or to remain outside the realm of the strategic decision making core. How we choose to respond to the crisis of trust among our publics will define the public relations of the future. Although it is true that no single person or function can be the entire ethical conscience of an organization, the public relations function is ideally informed to counsel top management about ethical issues. Public relations professionals know the values of key publics involved with ethical dilemmas, and can conduct rigorous ethical analyses to guide the policies of their organizations, as well as in communications with publics and the news media. Careful and consistent ethical analyses facilitate trust, which enhances the building and maintenance of relationships after all, that is the ultimate purpose of the public relations function.

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BIBLIOGRAPHY OF REFERNCES
Here is a list of some of the research articles where this information was compiled. Barney, R and J. Black (1994). Ethics and Professional Persuasive Communications. Public Relations Review, 20(3), 233-248. Fitzpatrick, K. and Gauthier, C. (2001). Toward a Professional Responsibility Theory of Public Relations Ethics, Journal of Mass Media Ethics, 16(2 & 3), 193-212. Grunig, J.E. (2000). Collectivism, Collaboration and Societal Corporatism as Core Professional Values of Public Relations, Journal of Public Relations Research, 12(1), 23-48. Fitzpatrick, K. and Seib, P. Public Relations Ethics. Chapters 1, 2, 3.

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