Public Relations and Pressure Croups

by Robert W. O'Brien

The Bible teaches us to love our neighbors and to love our enemies. Often they are the same people.

This paradox is especially true for such municipalities as park and recreation districts where the very people served can be friend or foe. Or both. Thus I regard it an interesting challenge to examine the subject of "Public Relations in Handling Pressure Groups."

A pressure group can be two or thousands of people who either favor or oppose something, or someone, and take action to put across the group's point of view. In no particular order some examples of vested interests which may at some time confront a park district are:

religious organizations, sports or athletic clubs, taxpayer watchdog groups, senior citizens, civil rights activists, the media, business men, environmentalists, civic associations, candidates for office, home-owner associations, labor organizations, real estate developers, parent groups.

Such an array of possible opponents might make any public servant wish he or she had not sought office. What's more, the foregoing list is only for starters, because as our society grows more complex park district-community relationships will be altered by unforeseen events and incidents.

To illustrate: In another state, a group set up a Christmas manger scene in a park. The group was following a long-held local custom with park board approval. The manager became the subject of litigation when another group charged that the park district violated the Constitution by advocating one religious belief to the exclusion of others. Controversy split the town. The park board was embroiled in personal, social, legal and religious disputes — all because of a seemingly innocent manger scene.

Every man and woman in park and recreation administration can recall a similar situation, big or small, in their own Illinois home towns.

Most problems of people vs. park districts result from public suspicion of government and lack of communication. People— taxpayers — instinctively dislike what they do not understand. Also, too many park districts have an inflated opinion of what the public thinks or cares about their activities.

We in public relations sometimes are viewed with the same suspicion. In some circles the term "public relations" suggests a deliberate effort to cover up, whitewash, manipulate or otherwise sugarcoat irresponsible or unpopular programs and actions to make them seem palatible: sort of a mystic science of mind-bending or the engineering of consent without the awareness of those being manipulated.

Part of the mystique about "public relations" is the imprecise understanding of the term. Public relations means "relations with the public, and the public is everybody, every group with which an institution has relations. The terms informations, communications and public affairs often are used as synonymous for public relations, whereas they really are descriptions of the means and ends of public relations.

Let us agree that public relations is the planned effort to influence opinion through socially responsible and acceptable performance, based on mutually satisfactory two-way communication. And this leads to the subject of using public relations in handling pressure groups.

For an embattled park board it may seem that the best way to handle pressure groups is to be sure the World War I memorial cannon on the administration building lawn is in good working order. Give the anti's a blast of grapeshot! Think what an impression you'd make holding artillery practice every weekend! A problem: cannon fire inside city limits probably is illegal, to say nothing of being annoying to the neighbors. Therefore we must explore more suitable means of dealing with pressure groups.

Because park professionals constantly stress the need for

Illinois Parks and Recreation 4 May/June, 1975

planning, I will merely note again that every park district or recreation undertaking should be well thought out. Get the feel of the community. Listen to responsible groups. Keep an ear peeled for mutterings of dissent which could become problems later and plan to deal with them beforehand. Have a plan.

Whether you are buying a typewriter or a tractor, building a tool shed or a major facility— know what you are about before you commit the goodwill, talents and finances of your organization. Do your homework, answer all inquiries about your project, defend it if necessary, and use your knowledge to marshall support should the need arise.

Public relations point No. 1 is, have a plan.

Point No. 2 is do what is right. Here we get into interpretation. Something which benefits one group may be of considerable disadvantage to many others. If you get static about an announced plan listen patiently and try to understand everyone's viewpoint. Open a two-way channel of communication. It is not possible to satisfy everyone all the time. Compromise if possible but, if not, make the best judgment where it counts most. Commissioners, consultants, staff, and counsel if necessary, must decide what is not only legal but also what is morally right, or wrong, about their undertaking.

Once all factors are weighed, a plan prepared, and a decision made, the park or recreation district should stand firm — go ahead in orderly fashion. This is public relations point No. 3. Present a united front. Remember that "divide and conquer" is a chief pressure group tactic.

Many so-called pressure groups really are several activists with fuzzy notions of intent led by one or two individuals pursuing personal grudges. On the other hand, responsible pressure group leaders often will listen to reason, if the facts are conveyed early enough and in the proper way. Talk to the group's leaders; find out what they want. Remember, you are the establishment.

Lastly, there are of course diehards, cranks and nuts in every town. All you can do to cope with such people is to remember that their voting power is minimum and their effectiveness declines in direct proportion to the irresponsibility of their statements and actions.

Again, if you have pondered, planned, and believe you're right, proceed.

Keep your promises is point No. 4! Nothing shakes voter confidence more than a government's failure to deliver. This is especially true of voters who work for a candidate or a program, only to have their dreams shattered by malfeasance. Stress performance. Let's face it: government agencies face some controversies that cannot be helped entirely by a friendly smile and an open manner. Certainly these approaches are important, but they must be combined with a sense of class about doing exactly as advertised. Sometimes credibility problems happen inadvertently, with the perpetrators unaware of the effects of their actions or their omissions.

Thomas Jefferson is reputed to have said "The whole of government consists of the art of being honest." It is a sound observation. Telling the truth is so basic to responsible public relations—and in every field of endeavor — that I cannot overemphasize this point. Not only should you tell the truth but tell it in a way that will mean something to those you seek to inform.

Deal with facts. Talk about the bad as well as the good. Present issues fully, fairly and accurately. Think in terms of the whole, long range, instead of some short term gain. Above all, tell the truth!

Pressure groups may disrupt, they may delay, they may obscure, they may make life miserable, but at the end of the road the winner will be the guy—or group—who told the truth.

Public relations point No. 5, the most important, is to Tell the truth.

In this article I have tried to keep to simple concepts. My guide is this question posed by Aristotle centuries ago: "The environment is complex and man's political capacity is simple. Can a bridge be built between them?"

The answer is that a bridge must be built whenever and wherever a gap occurs—and this is particularly true when a park or recreation district is confronted by a pressure group. Public Relations is not a cure-all. By itself, public relations cannot eliminate people's suspicion of a government that is corrupt, insensitive or stupid. Neither can public relations eliminate the problems which bring on pressure group activity. But public relations can help you be responsible and responsive to the cares, wants and needs of your constituencies.

Any elected official or park and recreation administrator can overcome almost any opposition or the antics of any pressure group if he or she remembers to: have a plan; do what is right; stand firm; keep promises; and, tell the truth.

Having done all this you still may be faced with a pressure group: That's the time to polish up the cannon.

(Editor's note: Mr. O'Brien is manager of public relations, Illinois Central Gulf Railroad and former treasurer of The Downers Grove Park District.)

Illinois Parks and Recreation 5 May/June, 1975