Symmetry

The concept of symmetry in public relations was first explored by James E. Grunig in an attempt to relate Lee Thayer's (1968) concepts of synchronic and diachronic communication to the discipline. Grunig extended these concepts into four models of public relations and published a textbook explicating these models (Grunig & Hunt, 1984). The models are (a) press agentry/publicity, (b) public information, (c) two-way asymmetrical, and (d) two-way symmetrical. Symmetry is the concept upon which the two-way symmetrical model is based.

In public relations, symmetry means balance and implies a perfectly equal division. This division is conceptualized as that between an organization and a public, and the division can be thought of in terms of relationship-influencing factors, such as locus of control, power, and authority. In a symmetrical relationship, these factors are evenly held by the organization and its public or publics. Symmetry induces a symbiotic relationship between organization and public; the two are equal partners, interdependently sharing information in order to arrive at mutual understanding, which is the balance implied in the term.

However, symmetry is not static—it is a sliding scale in which the balance adjusts and readjusts toward equilibrium. These adjustments and counteradjustments are made when an organization and its public vary approaches along a continuum from accommodation to competition, depending on how strongly each feels about the issue under discussion. Using negotiation tactics, an organization or public might give up some of what it wants in order to get more of what it wants on another issue or in the future. Symmetry is characterized by collaboration and compromise, as well as by using dialogue to understand all sides of the issue and arrive at enduring, long-term solutions.

Although this depiction of symmetry is theoretical, symmetry also occurs in the actual practice of public relations. The two-way symmetrical model is based on using social scientific research to understand the values, attitudes, and beliefs of publics. It is a twoway model because the communication is dialogical. The two-way asymmetrical model is also based on using social scientific research to understand publics. Here the models diverge as follows: The symmetrical model uses research for the purpose of understanding publics, adapting to their ideas when necessary; and the asymmetrical model uses research to understand how the beliefs of publics can be altered to favor the organization, without the organization actually changing. In the asymmetrical model, the balance is in favor of the organization conducting the research—publics can be persuaded to change their beliefs, but the organization does not do anything to change itself. In the symmetrical model, the balance is maintained through dialogue and mutual willingness to adapt to the other side; both publics and organization are willing to discuss, educate, collaborate, and incorporate meritorious ideas of the other into their own approach. Symmetrical and asymmetrical models of public relations can be used by any organization, including activist groups and publics outside an organization. However, using a symmetrical approach does not imply that an organization must accommodate whatever a public wishes or vice versa, but that each must work to understand the merits of the other view. J. E. Grunig explained, “The concept of symmetry directly implies a balance of the organization's and public's interests. Total accommodation of the public's interests would be as asymmetrical as unbridled advocacy of the organization's interests” (2001, p. 15). There are four primary benefits to using a symmetrical approach to the public relations function, as discussed next.

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