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Reflective Communication Management, a Public View on Public Relations
Unformatted Document Text:  22 Second, it means that we must differentiate between the organization as organization and as institute. The reflective model looks at the organization as an empirical realization of an institution in society. The organizational dimension is subordinate to the institutional dimension when it comes to survival. That is why organizational communication is only a strategy, empirically working in and through the social construction of public identity, for which several perspectives (e.g., mechanical, psychological, systems interaction, interpretative) are necessary. Accordingly, communication management is primarily concerned with its public legitimation, and to get public license to operate, it focuses on public opinion (the public sphere) as a quantity as well as a quality. For this, all four existing models of communication management can be used and all communication management indicators count. Figure 6. The reflective model of communication management compared to existing models Model information Persuasion relationship dialogue Reflective org&man classical human relations contingency learning institutional managerial intervention directive directive interactive interactive reflection-in-action org.communi-cation mechanical psychological system interaction interpretive depends cm problem knowledge influence trust meanings public legitimation Cm indicator readability image/ reputation relationships understanding of meanings public license to operate cm focus of management dissemination of info promotion of plans/decisions accuracy of relationships co-creation of new meanings public sphere cm intervention informational Persuasive negotiating discursive Depends task of cm specialist broadcasting of decisions engineering cooperation to decisions controlling decision making mediating decision making counseling & coaching on reality construction

Authors: Van Ruler, A. A. Betteke. and Vercic, Dejan.
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22
Second, it means that we must differentiate between the organization as organization and as institute. The
reflective model looks at the organization as an empirical realization of an institution in society. The
organizational dimension is subordinate to the institutional dimension when it comes to survival. That is
why organizational communication is only a strategy, empirically working in and through the social
construction of public identity, for which several perspectives (e.g., mechanical, psychological, systems
interaction, interpretative) are necessary. Accordingly, communication management is primarily
concerned with its public legitimation, and to get public license to operate, it focuses on public opinion
(the public sphere) as a quantity as well as a quality. For this, all four existing models of communication
management can be used and all communication management indicators count.
Figure 6. The reflective model of communication management compared to existing models
Model
information Persuasion
relationship
dialogue
Reflective
org&man
classical human
relations
contingency learning
institutional
managerial
intervention
directive directive interactive interactive
reflection-in-action
org.communi-
cation
mechanical psychological
system
interaction
interpretive depends
cm problem
knowledge
influence
trust
meanings
public legitimation
Cm indicator
readability image/
reputation
relationships understanding
of
meanings
public license to
operate
cm focus of
management
dissemination
of info
promotion of
plans/decisions
accuracy of
relationships
co-creation of new
meanings
public sphere
cm intervention
informational Persuasive
negotiating
discursive
Depends
task of cm
specialist
broadcasting
of decisions
engineering
cooperation to
decisions
controlling
decision making
mediating decision
making
counseling &
coaching on reality
construction


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