At the beginning of the 20th century, according to J. Grunig and Hunt (1984), a second model of public relations, the public information model, developed as a ―reaction to attacks on large corporations and government agencies by muckraking journalists [so, the] leaders of these organisations realised they needed more than the propaganda of press agents to counter the attacks on them in the media‖ (Grunig 1992; 288). These organisations opted for hiring their own journalists as public relations practitioners to ―write press ‗handouts‘ explaining their behaviour‖ (Grunig 1992; 288). These practitioner however, chose to write only good things about the organisation, but the information was generally the truth and accurate.
The public information model is also a one-way distribution of information, not necessarily with a persuasive intent. It is based on the journalistic ideals of accuracy and completeness, and the mass media is the primary channel. There is fact-finding for content, truth and accuracy is very important. This PR model is used as a way to disseminate information relying on very little research and no feedback from the public.
34 J. Grunig and Hunt (1984) identified Ivy Lee, a former journalist, as the primary historical figure ―whose work characterised the public information model‖ (Grunig 1992; 288).
The mishmash of ―stubborn management attitudes and improper actions, labour strife, and widespread public criticism‖ (Wilcox et al. 2006; 52) produced the first public relations counsellor, Ivy Ledbetter Lee (July 16, 1877 – November 9, 1934).
When Lee launched his public relations firm, he issued a ―declaration of principles that signalled a new model of public relations practise: Public Information‖ (Wilcox et al.
2006; 52). Lee‘s accent was on the distribution of truthful, accurate information rather than the misrepresentation, hype, and exaggerations of press agentry. Lee‘s declaration said,
―This is not a secret press bureau. All our work is done in the open. We aim to supply news...
In brief, our plan is, frankly and openly, on behalf of business concerns and public
institutions, to supply to the press and the public of the United States prompt and accurate information concerning subjects which is of value and interest to the public...‖(Turney 1998).
Lee was to become one of the most well-known pioneers in public relations. Lee assisted in developing many of the techniques and principles that practitioners follow today.
He believed in ―open communications with the media, and he was candid and frank in his approach to the press‖ (Bates 2002). He understood that good corporate performance was the basis of good publicity. He also believed that business had to tell its story ―honestly, accurately, and openly in order to win public understanding and support‖ (Bates 2002). Two of his most famous clients were the Pennsylvania Railroad and the Rockefeller family.
On their behalf, he developed a publicity policy of ―the public be informed‖ in contrast to the infamous statement of financier William Vanderbilt, ―the public be damned.‖ He later evolved his philosophy in 1906 into the Declaration of Principles, the first expression of the theory that public relations practitioners have a public responsibility that extends beyond obligations to the client.
Thus, when he sent news releases and other statements to the press, Lee included a copy of his Declaration of Principles, the content of which is quoted above (Bates 2002).
Lee was retained by the Pennsylvanian Railroad as a ‗publicity counsellor‘ to handle media relations. His first task was to encourage management that the policy of operating in secret and refusing to talk with the press was a bad strategy for nurturing goodwill and public understanding.
When the next rail accident occurred, Lee ―issued what is often considered to be the very first press release, convincing the company to openly disclose information to journalists, before they could hear information from elsewhere‖ (www. diglib.princeton.edu), and took reporters to the accident site. Although such action appeared to the conservative railroad directors to be reckless indiscretion, they were pleasantly surprised that the company
35 received fairer press comment than on a previous occasion. It was not long before other railroads also adopted a more open information policy.
Lee advised a number of companies and charitable organisations during his life, but he is best known for his work with the Rockefeller family. Lee‘s most important work was for the Rockefeller family, in 1914. In that year John D. Rockefeller, Jr., asked for his guidance in managing the alleged ―Ludlow Massacre that began in 1913 in southern Colorado when some 9,000 people went on strike. In April 1914, an accidental shot led to a battle in which several of the miners, two women, and 11 children were killed‖ (Bates 2002).
With the Rockefeller name being ridiculed across the land, Lee told John D., Jr., to practice a policy of openness. He had Rockefeller visit mining camps after the strike was over to see for ―himself the conditions under which miners worked. He also advised John D., Sr., who was being attacked by muckrakers as an arrogant capitalist, to let the public know about his charitable contributions, which he had kept secret‖ (Bates 2002).
Lee also recognised the ―importance of directly reaching opinion leaders who, in turn, were highly influential in shaping public opinion‖ (Wilcox et al. 2006; 52). He is remembered today for his four important contributions to public relations:
Advancing the concept that business and industry should align themselves with the public interest,
Dealing with top executives and carrying out no program unless it had the active support of management,
Maintaining open communication with the news media, and
Emphasising the necessity of humanising business and bringing its public relations down to the community level of employees, customers, and neighbours. (Wilcox et al.
2006; 53)
Today, relationship building became a major part of the Public Information model. It is the certainty that business should build long-term trust with the population that allows it to survive and trusting the population that allows it to succeed. Arthur W. Page‘s principles exemplifies this point of view:
Tell the truth
Prove it with action
Listen to the customer
Manage for tomorrow
Conduct public relations as if the whole company depends on it
Remain calm, patient and good-humoured.
Almost all greatly regulated companies in the U.S., such as ―utilities and pharmaceutical companies, understand the need to cultivate and keep the trust of regulators, and they
36 understand the connection between customers and regulators. Trust has become a major issue in the post-bubble business world. It was lack of trust in Enron that sent it off the cliff and lack of trust in Arthur Andersen that destroyed that firm. Relationship building protects a firm‘s long-term competitiveness,‖ (Horton [no date]).
Government, non-profit groups and other public institutions are the primary fields of practise today. One-way communication is the focus of the public information model. It uses press releases, brochures and Web content to disperse information. They tell the story or/and provide the information and hope someone is paying attention.