Lobbying: An art and a science—Five golden rules for an evidence‐based lobbying strategy

In the battle for influence, public affairs professionals make crucial strategic decisions every single day. “Should we go public with this case?” “Who are we going to lobby, and how?” “Should we form a coalition with other organisations?” Public affairs professionals often make these decisions based on their experience or their gut feeling. In practice, lobbying is often more of an art than a science. It is an intuitive and creative process, rarely involving any insights rooted in science. And yet many public affairs professionals are faced with uncertainty about the added value of their activities. “Does what we do really matter?” “What kind of impact do we have?” “Are we making the right strategic decisions?” Some colleagues seek to compensate for these doubts with an overwhelming dose of self‐confidence. An experienced lobbyist recently said during a lecture: “The day I can measure my influence is the day I can double my rates.” Other public affairs professionals are a little more modest and try to assess their impact with key performance indicators. They systematically review the lobbying tactics used. This systematic approach has gained a lot of traction in recent years. The smoky back rooms, the cigars, and whisky of the past are now giving way to evidence‐based lobbying, based on facts, building a bridge between art and science of lobbying.     

The evolving discipline of public affairs

• Approaching the tenth anniversary of this Journal of Public Affairs, as the editorial team we offer this extended literature review as our reflection on the evolution and development of public affairs, both as an academic discipline and a professional practice. It is a necessarily personal and subjective contribution, highlighting the issues and areas which we believe represent significant continuing debates. The article considers how public affairs is, and should be, defined; examines the range of activities which theorists and practitioners understand as falling within the scope of corporate public affairs; analyses the relationship between public affairs and corporate political activity as different though complementary fields; discusses the importance of the public issues life cycle and the issues management models; and calls upon the public affairs community to defend the position of public affairs as the fundamental bridge between the organisation, society and government, in the face of challenges from other organisational functions.

Copyright © 2010 John Wiley & Sons, Ltd.     

Integrating public affairs information strategy with organizational practices in healthcare delivery organizations

To develop and implement policy, lawmakers rely on the input from external experts and stakeholders. Public affairs professionals are responsible for monitoring the sociopolitical environment and responding to public policy proposals on behalf of firms and organizations. However, how public affairs operate intraorganizationally and develop information strategies is not clear nor consistent in the literature. The purpose was to explore how public affairs engage with internal stakeholders to leverage their knowledge for information strategies in responding to policymakers. Knowledge transfer served as a theoretical framework through a qualitative multiple case study of 3 not-for-profit healthcare delivery organizations. Primary data were collected using semistructured interviews from public affairs (n = 11) and healthcare professionals (n = 18) along with a review of organizational documents and public records. Patterns and themes emerged through cross-case synthesis, presented as a process-based model and theory. Public affairs structures and decision-making processes varied across cases indicating no coherent approach by practitioners. Intraorganizational engagement and knowledge transfer processes were managed both consistently and ad hoc, through informal and formal methods. Practitioner strategies and tactics were identified to facilitate internal interaction such as filtering policy issues and effective communication methods. Common institutional barriers were identified that made stakeholder engagement a challenge. This study provides insight into understanding how public affairs practice internally and supports the fundamental importance of linking knowledge into public policymaking.     

IPO effects: corporate restructuring when a firm goes public

The public affairs of a firm issuing an initial public offering (IPO) are a critical part of the corporate restructuring efforts which firms face during the process of going public. In this paper, Bowman and Singh's (1993) definition is used to illustrate how issuing an IPO is a significant form of corporate restructuring. Public affairs are critical during both the pre‐IPO phase and during the period leading up to the IPO, as the firm must negotiate a heavily institutionalised process to successfully complete the issue. Here, the six‐year life of ‘Deja News’ is used as a way to illustrate and explain the public affairs during the process of preparing for and issuing an IPO. Copyright © 2004 Henry Stewart Publications     

Public affairs: an American perspective

This paper explores the development and broadening scope of public affairs practice within the United States of America and charts the factors that have influenced its current development. To understand the scope of how public affairs has developed in the United States, it is necessary to examine the historical evolution of the function in the USA and the early 20th century influence of the US government on defining and regulating its definition of public relations and public affairs, which resulted in the still‐in‐effect Gillett Amendment. Since then, public affairs has expanded into the private as well as the public sectors as corporations and organisations recognise the need to gain public trust for their ventures. In the US today, public affairs practitioners perform duties that range from issues management to environmental scanning to legislative affairs. Copyright © 2001 Henry Stewart Publications     

Lingua franca and linguistic territoriality. Why they both matter to justice and why justice matters for both

The bottom line of my book Linguistic Justice for Europe and for the World (Oxford University Press, 2011, paperback 2015) can roughly be captured in the combination of two recommendations: that the democratization of competence English as a lingua franca should be fostered in Europe and elsewhere and that language communities should be allowed to protect their language against the invasion of English and other powerful languages by imposing their own language in public communication and public education within some territorial boundaries. Most of my critics attack one or the other of these recommendations and some question some of the presuppositions of my whole approach. In this response, I try to refute some of these critiques by clarifying my claims or spelling out my arguments, and I make whatever concessions I believe are required.     

Big Data in Public Affairs

This article offers an overview of the conceptual, substantive, and practical issues surrounding “big data” to provide one perspective on how the field of public affairs can successfully cope with the big data revolution. Big data in public affairs refers to a combination of administrative data collected through traditional means and large‐scale data sets created by sensors, computer networks, or individuals as they use the Internet. In public affairs, new opportunities for real‐time insights into behavioral patterns are emerging but are bound by safeguards limiting government reach through the restriction of the collection and analysis of these data. To address both the opportunities and challenges of this emerging phenomenon, the authors first review the evolving canon of big data articles across related fields. Second, they derive a working definition of big data in public affairs. Third, they review the methodological and analytic challenges of using big data in public affairs scholarship and practice. The article concludes with implications for public affairs.     

Germany: public affairs reinvented

Reunification, growing international exposure and the move of the capital from Bonn to Berlin are not merely milestones for the major changes that have occurred in German politics since World War II. They are developments that have profoundly affected and continue to affect political life in Germany. The way that political, civic and economic interests engage with the political system has changed, and this raises the question of what public affairs is and can achieve in this context. As practitioner the author observes four main trends. First, public affairs is increasingly being understood in terms of the meaning of the German word ‘Gesellschaftspolitik’. Second, the changing nature of how political issues are being communicated demands a growing expertise from all the players involved. Third, the general feeling among organisations for ‘need to do something political’ does not yet correspond with a specific demand for public affairs services. And last, a market for high profile consultancy‐led public affairs services is still in the making. Public affairs practitioners in Germany will be key in shaping and developing the profile of public affairs as a serious discipline with services and expertise, maturely tailored to local market needs. Copyright © 2002 Henry Stewart Publications     

How to build a time machine for public affairs executives

Temporal factors such as time and timing are so self‐evident in public affairs that they are rarely mentioned and even less frequently researched. Time is seen as the independent variable—a scaffold that underpins a calendar of communication events, legislative and regulatory processes, or issue lifecycles. However, time is a more complex and essential variable to contemplate than public affairs (and most other) executives give it credit for. This paper explores 16 unique ways to think about time, applying those dimensions to the Amazon HQ2 (second headquarters) selection process to illustrate how public affairs executives could use them to illuminate aspects of strategy and behavior they might otherwise not consider. Strategically, understanding interconnected dimensions of time improves clarity in the choice‐making process, allowing public affairs executives to exploit ideal timing as they execute their strategies.     

Ford Motor Company and the Firestone tyre recall

This paper was prepared as the basis for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. It may be appropriate for public affairs, business and public policy, and/or crisis management courses at the undergraduate or graduate level. In conjunction with this case, it may be useful to use the framework for crisis management developed by Dr Ian I. Mitroff, the Harold Quinton Distinguished Professor of Business Policy at the Marshall School of Business, University of Southern California. This best practice model is discussed in ‘Managing Crises Before They Happen’, which Mitroff published in 2001 with Gus Anagnos, Vice President of Comprehensive Crisis Management. This case leads the audience through the Ford–Firestone tyre crisis from 1997—when Ford began to learn of a problem with Firestone tyres on its popular Explorer sport‐utility vehicle—up until the summer of 2001, just after Ford recalled 13 million Firestone tyres and the National Highway Transportation and Safety Administration cleared Ford of further investigation into potential defects in the Explorer. The case addresses potential causes of the tyre problem, how Ford handled the crisis from a corporate public affairs perspective and, tangentially, how Firestone handled the issue. Copyright © 2003 Henry Stewart Publications     

Self‐interest in new wrapping: “Appeal to the public interest” as a topos in lobbying

This article explores public affairs and lobbying strategies that make public appeals beyond organizational self‐interest and instead focus on appeals to the public interest. While research has highlighted such appeals as a staple for lobbying campaigns, there is scant research exploring the communicative construction of this notion. Thus, this article uses the rhetorical concept of topos to explore how lobbyists attempt to fuse their private interests with a broader appeal to what is best for society. In particular, we discuss how different types of organizations have different rhetorical opportunities to ground their arguments. Finally, we discuss the democratic implications of appeals to the public interest as a standard lobbying strategy.     

Where is public affairs going?

This paper suggests the future direction in which public affairs practice is developing and advances a number of propositions about public affairs and political systems which provide the context in which public affairs practitioners operate. The paper examines the changing nature of the political systems in which public affairs functions and argues that, by inference, public affairs practice is culturally specific. The paper explores these contextual issues from both a European and a global perspective. The paper argues that an understanding of public affairs should be recognised as an essential element on management teaching syllabi and laments the fact that this is far from the case. Copyright © 2001 Henry Stewart Publications     

Company level localization and public affairs officers' educational background in Switzerland

As corporate public affairs officers have only rarely been researched in Switzerland, this study contributes a situation analysis of Swiss public affairs officers, their work processes, and biographical background to further fill this empirical gap. First, the existing public affairs research regarding Switzerland is reviewed, and research questions are derived. The research was conducted by sending out a survey to the members of the Swiss Association for Public Affairs, followed by personal in‐depth interviews with 11 public affairs officers. The findings show that respondents work in organizations that employ 1 to 82,100 people are all Swiss nationals, and their departments are mostly called ‘public affairs’. The responsibility of public affairs is predominantly for senior or top management level, and the majority of public affairs officers report to the director of their department. The respondents are highly educated. Moreover, the paper asks whether public affairs is conducted in a strategic way by taking Fleisher's 10 elements as a conceptual basis. Results show that strategic involvement of their activities is rather low. Recommendations are discussed in order to increase the strategic involvement and advance professionalization of public affairs in Switzerland with specific regard for the political system. Copyright © 2014 John Wiley & Sons, Ltd.     

The trade‐offs in developing public affairs metrics

This paper examines the place of metrics in the assessment of a corporation's public affairs practice. It describes how public affairs metrics are situated in the larger context of organisational performance assessment, examines the range of metrics available to the CPA practitioner, and identifies the critical trade‐offs associated with why public affairs metrics utilisation has not achieved the level of application that some experts have encouraged. Copyright © 2003 Henry Stewart Publications     

Interest representation in Germany

The German public affairs sector has experienced considerable growth and noticeable changes since the millennium including the shift of the government seat from Bonn to Berlin. For a long time, public affairs was characterised by an effectively tripartite system composed of an interplay among state, economy and trade unions. Nowadays, observers recognise the emergence of a multitude of new players in this field and a fundamental change to a highly fragmented and extensive public affairs landscape. This development brought new challenges to the profession of interest representation. ‘Lobbying’ has become a highly discussed topic in the public debate carrying a rather negative connotation. Do we notice an increasing lack of transparency due to a multitude of players? How can we win back trust? First, this paper describes the need for interest representation and the necessity of defining political conditions for the public affairs sector within Germany. Second, the paper focuses on the development of the profession and addresses issues relating to the changes that have taken place in the course of time. Lastly, this article concludes with an evaluation of how public affairs and politics cope with the rising external and internal pressures in order to address current challenges and provide an outlook for future directions. Copyright © 2014 John Wiley & Sons, Ltd.     

浅谈新农村建设背景下如何做好乡镇基层党务公开工作

党务公开,就是指党的工作和活动,在条件许可的情况下,具有或应该具有公开性,而不再具有或不应该具有秘密性。近年来,随着我国民主的不断发展,党务公开思想已逐步为各级领导接受和重视,各地也相继进行了一些有益探索,但总体而言,实行党务公开时间还不长,如何加以规范和实施科学引导,成为推进乡镇基层党务公开必须着力解决的一个热点。     

Multi-stakeholder public policy and governance in China: an analysis

In this article, public policy is put into a multi-stakeholder rather than adversarial perspective: we argue that there is a role for multi-stakeholder involvement in both the development and implementation of public policy; these are separate processes that can involve different patterns of stakeholder involvement (stakeholders have different skills and levels of interest in public policy) in either one or both the development and implementation phases. We need new models, approaches and examples of such multi-stakeholder public policy, and in this Special Issue, we focus on China, where such research is only slowly emerging. We present and analyse six papers that fall naturally into three categories: (1) corporate social responsiveness and societal relationships; (2) public affairs (particularly reputation management) and citizen involvement; and (3) public-management-oriented, data-based analyses. These articles, taken together, increase our understanding of multi-stakeholder research and practice, but equally as important, they give us insights into how Chinese public policy academics research and report public policy. This window into academic research and thinking offers us an opportunity to expand and deepen our understanding of public policy and its implications for public affairs in China. Copyright © 2014 John Wiley & Sons, Ltd.     

Six strategy lessons from Clausewitz and Sun Tzu

A good strategy is crucial for a successful lobby or public affairs campaign. In this article, six strategy lessons from Clausewitz and Sun Tzu's classical works on military strategy are discussed, which could be useful for lobbyists and public affairs managers. Although waging war and lobbying are totally different things, there are also many similarities: both deal with aims to be achieved, opponents, threats and opportunities, (political) victories, and defeats. Therefore, military strategic thinking might provide the field of public affairs with some good and practical insights. First of all, Sun Tzu and Clausewitz stress the importance of meticulous exploration before the action starts. Subsequently, when laying strategy plans, one should beware of Pyrrhic victories and ‘the fallacies of hope’. Clausewitz, in particular, warns us to expect the unexpected and not to be surprised by the friction between even the best plans and their realization. A good way to handle this friction is to lay down the why and the what of coming actions but not how these actions should be carried out. Both thinkers also provide guidance in how to effectively deal with opponents; surprise an opponent to achieve the upper hand, and bring yourself in a position which will enable a decisive step forward; divide opponents whilst making yourself as strong as possible; and finally prevent a hard‐edged confrontation by offering an alternative. Copyright © 2013 John Wiley & Sons, Ltd.     

Public relations for public affairs

The term ‘public affairs’ has now become a much‐discussed topic in continental Europe's political and economic circles, including Germany and Austria. The problem is that few people really understand just what the term means. Many people have the impression that ‘public affairs’ is another way of describing lobbying. Others perceive it as classic public relations. In Europe many decision makers of the business world lack the specific knowledge of policy making; however, until now just a few such executives have taken advantage of the real opportunities opened up by using the services of professional public affairs consulting. Communications companies in Europe are now offering public affairs consulting as part of their services, with increasing success. The first task to make public affairs better known in Europe therefore must be public relations for public affairs. Copyright © 2001 Henry Stewart Publications     

Public affairs enters the US President's subcabinet: creating the first assistant secretary for public affairs (1944 –1953) and subsequent developments

• A majority of US cabinet departments now have an assistant secretary for public affairs. As a subcabinet office, such appointments are presidential nominations and require Senate confirmation. Given Congress's general hostility to public affairs in the US executive branch, how did such a position first come into being, thereby creating the precedent and a template for other departments? This historical inquiry identifies the US State Department as the first with an assistant secretary for public affairs. However, the office only gradually emerged as a staff position, with Congress never having an opportunity to vote on the principle of creating such a subcabinet office. Once established, other cabinet departments gradually followed suit, to the point that such positions are now routine in Washington, DC.

Copyright © 2008 John Wiley & Sons, Ltd.