Current State of Ethics in Public Relations: Codes of Ethics
The current state of ethics in public relations practice depends heavily on codes of ethics held by the major professional associations. Membership in these groups is voluntary, meaning that one is not required to belong to such an association in order to practice public relations. Members agree to abide by a code of ethics that is written for the entire group. Some codes of ethics are written in terms that forbid a list of certain activities; other codes of ethics espouse a set of ethical principles which should be followed. Whether written in positive or negative terms, most of the professional associations in public relations have a code of ethics.
For example, refer to the ethics codes of a few of the major public relations associations: the Global Alliance for Public Relations and Communication Management (http://www.globalpr.org/knowledge/ethics/protocol.asp), the International Public Relations Association (IPRA) Code of Athens (http://www.ipra.org/detail.asp?articleid=22) , the European Public Relations Confederation, also endorsing the Code of Athens along with its own code and the Code of Lisbon (http://www.cerp.org/codes/european.asp), the Public Relations Institute of Australia (http://www.pria.com.au/aboutus/cid/32/parent/0/t/aboutus) the Public Relations Society of America (http://www.prssa.org/downloads/codeofethics.pdf ), the International Association of Business Communicators (http://www.iabc.com/about/code.htm), the Chartered Institute of Public Relations (http://www.cipr.co.uk/direct/about.asp?v1=who) or the Arthur W. Page Society (http://www.awpagesociety.com/site/resources/page_principles/) of senior-level public relations executives.
These codes of ethics offered as examples above do not vary greatly by country but by the professional organization; some codes strive to offer guidance of a practical, professional nature toward agency practitioners (such as PRSA), while other codes attempt to identify general moral principles of ethical behavior, such as the focus on dignity, respect, and human rights, as seen in the IPRA and CERP endorsements of the Code of Athens. Professions often develop codes of ethics, and an online collection of more than 850 can be found at the Illinois Institute of Technology (http://ethics.iit.edu/codes/Introduction.html). That resource is a wonderful place to start if you are beginning to write or revise a code of ethics for your organization or a client. When implemented with good intent, codes of ethics can be useful tools for developing an organizational culture supporting ethical decision making. Public relations codes of ethics generally hold as cross-cultural and universal moral principles the concepts of honesty, fairness, and not harming others (http://www.commpred.org/report/2006_Report_of_the_Commission_on_Public_Relations_Education.pdf, p. 37).
Although codes of ethics can be developed which satisfy universal conditions or principles (Kruckeberg, 1993), they have been critiqued by scholars (Parkinson, 2001; Wright, 1993) for falling short of the ideals espoused in the codes, or even in being internally contradictory. Practitioners often state that codes of ethics are too vague to be useful in their own careers or that they do not give enough specific guidance to be anything other than rudimentary (Bowen et al., 2006). Research found that some practitioners say they see a code of ethics once and then do not refer to it or read it again (Bowen, 2002a).
Most codes of ethics provide no enforcement monitoring or recourse for their infringement, leaving them impotent other than the occasional revocation of association membership. These problems with codes of ethics are not new and they are not limited to the field of public relations. Some scholars (Kruckeberg, 2000) of public relations argue that if practitioners are ethical then no enforcement is needed for the codes of ethics. Other scholars (Bowen, 2004a; Parkinson, 2001) go further, arguing that a simple ethics statement is all that is necessary because good intention is a more stringent guideline than a code of ethics. This debate mirrors the rationale of Plato, as quoted in Parsons (2004): “Good people do not need laws to tell them to act responsibly, while bad people will find a way around the laws” (p. 67).
Given the criticisms against codes of ethics, public relations scholars have worked to create other methods of understanding, analyzing, and managing ethical dilemmas. These approaches are based on varying schools of thought from philosophy to sociology.
Findings of Current Research on Public Relations Ethics
Suspicion of corporations, corporate executives, and a general mistrust of business in the minds of the public grew in two waves. The first of these was the late 1960′s in which issues management was formed in reaction to these pressures as a process in which corporations could better understand, anticipate, and proactively manage issues of public concern. The second wave of heightened mistrust was in the late 1990′s to early 2000s, as a reaction to huge corporate scandals such as that of Enron. As thousands of former-Enron employees lost their retirement funds in the collapse, Enron executives maintained in the news media that they had done nothing wrong. Yet, as facts emerged, ethical transgressions of the public trust were unearthed and criminal charges against many top executives were filed; later convictions followed (for more discussion of this case, see Bowen & Heath (2005) or Sims & Brinkman (2003). The shockwaves following Enron, and other scandals of this period such as Tyco and WorldCom, resulted in new demands for ethical responsibility and corporate governance. One result was the implementation of the 2002 Sarbanes-Oxley Act (http://www.sarbanes-oxley.com/index.php) in which the Securities and Exchange Commission (SEC) required new standards of financial compliance and record keeping. From these cases and the new legislation, a renewed concern for corporate ethics, compliance, regulation, governance, transparency, and honest financial reporting procedures resulted. Many of these issues are the domain of the public relations function, and all of them are communicated about by the public relations function.
Research conducted recently by the International Association of Business Communicators (IABC) Research Foundation (http://www.iabc.com/rf/) studied public relations ethics and reported survey results from 1,827 IABC members and other professional communicators worldwide (Bowen & Heath, 2006). The study (Bowen et al., 2006) revealed a number of surprising and interesting findings in public relations ethics. Public relations practitioners around the world reported that 65% of them have regular access to the “dominant coalition” or the decision-making executive level of their organizations, or the Chief Officers level sometimes called the “C-suite”. This finding is good news that public relations managers are involved in ethical advising at the highest levels of their organizations, and often are involved in the strategic management and planning process, as well. Of that 65% who said they had access to the dominant coalition, 30 % said that they report directly to the CEO of their organization, with the remaining 35% of that group reporting to a C-level executive.
Reporting directly to the CEO is the best possible case because the top communicator does not have to rely on others to convey their advice and perspective to the CEO, who is the final decision maker. These numbers mean that public relations professionals are being heard at the highest levels of organizations, and are having input at the strategic management and planning level. Public relations professionals can have a real impact on organizational decision making and a real impact on the ethical decisions made in the C-suite. To use the words of one public relations executive in this study (Bowen et al., 2006), “We are there–where the rubber meets the road.”
With this relatively new and higher level of responsibility, public relations executives must understand far more than media relations. To advise the top level of an organization, professional communicators must become conversant with issues management, risk and crisis management, leadership, organizational culture and policy, and ethics. Decisions at the higher levels of the organizational system almost invariably include an ethical component. Do the benefits outweigh the risks if we take a product with a mixed safety record to market? Should we do business in countries where bribery or child labor is a common practice? From matters of external publics and multinational relationships to product standards or internal relationships with employee publics—all pose ethical challenges. These challenges are matters not only of policy but also of communication.
IABC grant research (Bowen et al., 2006) showed that, although a large number of public relations practitioners reported that they do advise their CEO (30%) or senior management (35%), another 35% of public relations professionals who say they have no access to the dominant coalition of their organizations. These practitioners are implementing the strategic decisions of others rather than making their own contributions in the areas of organization strategy, issues management, or – on ethics. Public relations cannot contribute to organizational effectiveness without offering input on the views of strategic publics to executive management—nor can it advise on the ethical issues and dilemmas that stand to damage organization-public relationships, diminish credibility, and tarnish reputation.
Counseling senior management on ethical decisions is happening in practice, and perhaps more widely than one might estimate. Almost half (49.9%) of the IABC (Bowen et al., 2006) sample reported that they counsel their senior management on ethical decisions, indicating the managements are realizing the value of incorporating a strategic communication perspective in their decisions, or of potentially incorporating the views, ideas, or values of publics into organizational policy. Forward-thinking organizations are already implementing this strategy, so that public relations professionals who aspire to higher management roles must now pay attention to ethics, ethical advisement, and how to analyze ethical dilemmas. Of our sample, 68% said that they felt well-prepared to counsel management on ethical dilemmas, confirming that public relations practitioners do see themselves in a “corporate conscience” role.
