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By Ronald D. Smith

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Consider the following example of mixed signals: The executive director of an agency dealing with drug abuse wanted a public relations consultant to focus on communication between the agency and external publics such as the courts, police and probation personnel. The board of directors, on the other hand, wanted a plan for better communication among the board, staff and executive director. Significantly different expectations, to say the least! How do you think you might handle this? In this case, the consultant asked both the director and the board to reach consensus about the central issue and to rethink what they wanted.

What are the criteria for determining its quality? 3. What is its quality? 4. Within the last three years, has the quality improved, remained unchanged or deteriorated? 5. How satisfied is organizational leadership with this quality? 6. What benefit or advantage does the product/service offer? 7. What problems or disadvantages are associated with this product/service? Step 2 Analyzing the Organization 8. 9. 10. 11. 12. 37 What is the niche or specialty that sets you apart from competitors? How has the service/product changed within the last three years?

An organization committed to the concept of strategic communication is probably engaged in an ongoing issues management program that identifies crises in their early stages. Less-nimble organizations that always seem to be in reactive mode are the ones likely to be caught off guard by a crisis. Reality sometimes slaps you in the face and forces you to think the unthinkable. It happened at Columbine, Colo. It happened in New York City with the attack on the World Trade Center. What happened in Chicago in 1982 remains an example of how companies can be unshakable in facing the unthinkable.

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