Influencing culture

It is time that we re-considered Public Relations practice and the measures we seek more in its nature to of cultural influence and change.

As an agent for cultural change, Public Relations has a role in creating an environment for organisations to thrive.

The return on this investment is an asset that can be relied on by the organisation in its present and future doings.

We might see examples in the extent to which press relations changes the culture of the press and is measurable in its extent; one might view the lobbyist changing the culture of the political establishment and its is measurable extent and the competence to which internal PR changes the culture of an organisation and its measurable extent.

Furthermore, one may ask of the many domains of public relations practice 'to what extent do your activities change the culture of your publics?' Or, to what extent do these activities create a culture enabling the organisation to thrive now and in the future – does it create an improved licence to operate in and among relevant cultures?

It is then not unreasonable to review the domains of interests of practitioners and the rapidly changing realm of practices to be as bold as Coase in seeking measures for evaluation.

The question these views pose is: to what extent is the practice of public relations equipped to affect relationships, transpose relationship assets from profit and loss to the balance sheet, engage with economics, influence cultures, to affect relationships and behaviours and where necessary use relevant channels for communication?

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Picture: Uyghur culture has evolved as a result of significant confluence of geographical, historical and religious factors over a two thousand year period.