Public Relations Field Dynamics

Public Relations Field Dynamics (PRFD) is a model that allows for the concurrent measurement and monitoring of multiple parties in a perceptual environment. PRFD is adapted from the study of small group communication and derived from Robert Bales and Stephen Cohen's System for the Multiple Level Observation of Groups. At the center of PRFD is the notion of a fluid field encompassing all relevant actors. These actors (e.g., an organization and its publics) can be measured at one point in time or across the development of a controversial issue. A field theory like PRFD takes into account that every behavioral act takes place within the overall context of the interactive field.

The small group system was to macro-level applications vital to public relations. The dimensions in the PRFD system reflect (a) a friendly versus unfriendly relationship, (b) self-orientation versus community orientation, and a (c) low influence versus high influence capability. These three dimensions are essential to the study of public relations. Perceptions of friendly versus unfriendly behavior are relevant at all levels of interaction. This dimension taps fundamental notions of friend or foe.

The community versus self-orientation dimension reflects perceptions of how motivated an organization is to achieve either an integrative or distributive outcome in a given situation. This ties directly into perceptions of trust. Companies that are perceived to be more interested in the bottom line at the expense of the community have serious public image problems. One such example in recent times is the managed care industry, which has been accused by some as being more interested in costs than care. Members of the media are often particularly skeptical of an organization's community orientation. In general, the more an organization can demonstrate to the media and other publics that it has a genuine community orientation, the more successful the organization is in negotiating its position.

Finally, the influence dimension measures how much power or influence an actor is perceived to have in a given situation. Knowledge of this can help an organization determine which groups are most attentive and involved in a public relations situation. For example, if a group perceives an organization has a large influence on them, they are likely more attentive to the organization than groups that perceive organizations with little influence. Conversely, knowledge of how influential a public sees itself in relation to the organization provides insight into how likely that public is to exhibit active behavior, helping practitioners determine communication strategy. PRFD allows organizations to identify allies, antagonists, and potential mediators. Combined, the three dimensions provide a powerful framework to map the entire field or public relations environment.

Situating the three behavioral dimensions with field theory provides several advantages. First, the three dimensions are viewed as mutually exclusive. Thus, for any one interaction, behavior may be described as high influence or as low influence, but not as both. Second, the dimensions are orthogonal. Placement on one dimension does not predict placement on other dimensions. Third, any specific placement on a dimension is not seen as inherently good or bad. Rather, the evaluation of behavior depends on other interactions in the public relations field.

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