Public Relations Field Dynamics (PRFD)

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 Bales and 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.

Jeffrey Springston adapted the group system to macro-level applications vital to public relations. The dimensions in the PRFD system reflect (a) a friendly versus unfriendly relationship, (b) selforientation 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 will be most attentive and involved in a public relations situation. For example, if a group perceives an organization to have a large influence on them, they will likely be more attentive to the organization than groups that perceive little organizational influence. Conversely, knowledge of how influential a public sees itself to be in relation to the organization [Page 692]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. The system is graphically displayed placing the friendly-unfriendly dimension on the horizontal axis and the community versus self on the vertical axis. The influence dimension is represented by circle size—the more perceived influence, the larger the circle. Figure 1 displays three hypothetical actors in a relational field.

Figure 1 Field diagrams of the perceived relational landscape.

Springston, J. K., Keyton, J., Leichty, G. B., & Metzger, J. (1992). Field dynamics and public relations theory: Toward the management of multiple publics. Journal of Public Relations Research, 4(2), 81–101. Reprinted with permission.

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