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Proactivity and Reactivity

In the world of public relations, being proactive instead of reactive can determine whether an organization thrives or dies. Proactive public relations is associated with strategic planning, whereas reactive public relations consists of a piecemeal approach to addressing problems and opportunities.

There are numerous reasons an organization should involve public relations in its long-range planning:

  • The goals of public relations are coordinated with the goals of the entire organization.
  • Strategies and tactics can be carefully thought out and developed rather than haphazardly put together.
  • Programs feature a more positive rather than defensive approach.
  • It's easier to formulate short-term, reactive plans when necessary—for example, in a crisis situation—if a long-term plan already exists.

Whether organizations lean toward proactive or reactive public relations depends on three factors: whether the organization is an open or closed system, how top management views the public relations function, and the role of public relations within the organization.

Open versus Closed Systems

The survival of any kind of system is based on how well the parts of that system work together. Organizations are no different; they are systems that consist of interdependent parts working toward a common goal—successfully achieving the mission of the organization. The degree to which these parts work together may be influenced by whether they work in an open or closed system. Although no organization can be totally open or completely closed, every organization leans toward one or the other system.

The characteristics of an open system include honest, two-way communication cultivated by an atmosphere of trust. Open systems rely on feedback to adapt to changing situations and meet the expectations of their publics. Closed systems, on the other hand, foster an atmosphere of distrust that results in limited information being provided to key publics and little, if any, feedback. Closed systems risk the threat of dying because they are insensitive to their publics’ needs and unwilling to change.

Characteristics associated with each system are often determined by the traits held by the senior management of an organization and, in particular, its chief executive officer.

The View from the Top

The chief executive officer and senior management are also main factors in how public relations is viewed within their organization and how proactive it is allowed to be. The perception senior management has of public relations often comes from how the function first came into existence within the organization. Was the position created because the CEO understood the value of public relations, as a result of a crisis, or has the department just always “been there”? The location of public relations on the organizational chart and how accessible the chief executive officer is to public relations are indicators of how senior management views the function.

Practitioners must also do their part to earn respect and maintain the support of management by engaging in honest relationships and keeping a track record of contributions to the organization's success. In addition to basic communication skills, public relations practitioners who possess knowledge of business and finance, problem solving, and research techniques are perceived as more strategic—and proactive—thinkers and are often given more opportunity to become part of the decision-making process.

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