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Presentation on theme: "Image Management in Public Diplomacy A Political Psychology Perspective Doris A. Graber, U. of Illinois/Chicago Professor: Political Science/Communication." — Presentation transcript:
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Image Management in Public Diplomacy A Political Psychology Perspective Doris A. Graber, U. of Illinois/Chicago Professor: Political Science/Communication Slide 2
What is Public Diplomacy? My definition:My definition: “Government-sponsored activities designed to persuade foreign publics to hold favorable images about the sponsoring nation’s nature and policies and to soften or erase unfavorable images.” Slide 3
What is Image Management? THREE MAJOR STEPS 1.Assessing what your target audience likes and dislikes about your country. 2. Strengthening the ‘likes’ side of the ledger and weakening the ‘dislike’ side. Do so with words and deeds. 3. Avoid contradicting & disconfirming information. Slide 4
Why Image Management is Crucial in International Politics Bad images make co-existence & cooperation difficult. They reduce policy effectiveness. Bad images increase fears about potentially unfavorable economic or military developments. To cooperate successfully, China and USA must pursue vigorous public diplomacy campaigns in words and deeds. Slide 5
Why Image Management is Difficult Some Essential Requirements: Assess current opinions of target audiences.Assess current opinions of target audiences. Know the causes/contributing events of current views including local cultures, stereotypes.Know the causes/contributing events of current views including local cultures, stereotypes. Know local legal and political environments likely to affect PD campaigns.Know local legal and political environments likely to affect PD campaigns. Overcome conflicting messages spreading simultaneously in the Internet Age.Overcome conflicting messages spreading simultaneously in the Internet Age. Cope with the Mirror Image effect.Cope with the Mirror Image effect. Slide 6
Multiple Assessment Axes Slide 7
Components of the Mix???? What Explains the End Product? ?????????????????????????????????????????????? Nothing Succeeds like SuccessNothing Succeeds like Success Economic Benefits e.g. African developmentEconomic Benefits e.g. African development Coping with Cognitive Dissonance??Coping with Cognitive Dissonance?? Public Diplomacy Activities, e.g. Confucius Institutes, Olympics, Trade Fairs, Non- intervention pledges; skip HR reportsPublic Diplomacy Activities, e.g. Confucius Institutes, Olympics, Trade Fairs, Non- intervention pledges; skip HR reports ?????????????????????????????????????????????????????? Slide 8
Credit Public Diplomacy Joshua Kurlantzick, said in Charm Offensive: How China's Soft Power is Transforming the World (2007) thatJoshua Kurlantzick, said in Charm Offensive: How China's Soft Power is Transforming the World (2007) that "China has drastically changed its image in many parts of the world from dangerous to benign. It may already be the preeminent power in parts of Asia, and it could develop China-centered spheres of influence in other parts of the globe, like Central Asia or Africa" p. 226)."China has drastically changed its image in many parts of the world from dangerous to benign. It may already be the preeminent power in parts of Asia, and it could develop China-centered spheres of influence in other parts of the globe, like Central Asia or Africa" p. 226). Slide 9
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Favorable View of China, 2011 14 positive countries, 8 negative 80%70%60%50%40%30%20%10% PakistanKenyaRussia USA JordanGermanyIndiaTurkey UkraineBritainIsraelJapan PalestineFranceBrazilMexico IndonesiaSpain Lithuania Poland Egypt Lebanon 11483311 Slide 11
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Favorable View of U.S. 2011 14 positive countries, 8 negative 80%70%60%50%40% 30 % 20%10% JapanFranceBritainRussiaLebanonEgyptTurkey KenyaLithuaniaGermanyIndonesia China Jordan PolandSpainMexicoIndiaPalestine IsraelUkrainePakistan Brazil 24533014 Slide 13
My Searches for Matching Negative Images of the U.S. were largely unsuccessful.My Searches for Matching Negative Images of the U.S. were largely unsuccessful. Apologies!Apologies! Patterns suggest that the ratings of China and the U.S. are quite similarPatterns suggest that the ratings of China and the U.S. are quite similar Major Image Negatives: Economic and Military Power Slide 14
Negative = 40% Econ; 63% MilitaryNegative = 40% Econ; 63% Military Slide 15
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Fear of China’s Military Power % tage of respondents to PEW Global Attitudes polls, Spring 2011 – in percentages Japan = 87Japan = 87 France = 83France = 83 U.S.A. = 79U.S.A. = 79 Germany = 79Germany = 79 Russia = 74Russia = 74 Spain = 74Spain = 74 Britain = 71Britain = 71 Poland = 68Poland = 68 Turkey = 66Turkey = 66 Israel = 66Israel = 66 Lebanon = 57Lebanon = 57 Ukraine = 57Ukraine = 57 Mexico = 55Mexico = 55 Jordan = 52Jordan = 52 Brazil = 51Brazil = 51 India = 50India = 50 Egypt = 48Egypt = 48 Indonesia = 36Indonesia = 36 Kenya = 29Kenya = 29 Pakistan = 5%Pakistan = 5% Slide 17
Fear of China’s Economic Power Fear of China’s Economic Power % tage of respondents to PEW Global Attitudes polls, Spring 2011 – in percentages Turkey = 64Turkey = 64 France = 59France = 59 U.S.A. = 53U.S.A. = 53 Germany = 50Germany = 50 Mexico = 43Mexico = 43 Poland = 46Poland = 46 Spain = 40Spain = 40 India = 40India = 40 Japan = 35Japan = 35 Lebanon = 29Lebanon = 29 Pakistan = 5Pakistan = 5 Slide 18
Barriers to Image Management Success Psychological Hurdles: Culture Barriers to Image Management Success Psychological Hurdles: Culture Established schema structures, including shared collective memories and stereotypes.Established schema structures, including shared collective memories and stereotypes. Cultural barriers to communication, e. g. taboos, symbolic meanings.Cultural barriers to communication, e. g. taboos, symbolic meanings. Cultural patterns of message framing, e.g. norms of politeness, class distinctions, story-telling.Cultural patterns of message framing, e.g. norms of politeness, class distinctions, story-telling. Cultural differences in message meanings, e.g. value labels like ‘family or ‘religion.’Cultural differences in message meanings, e.g. value labels like ‘family or ‘religion.’ Slide 19
Barriers to Image Management Success Group Loyalties Ingroup/outgroup barriers weaken outgroup images. Raise trust and credibility issuesIngroup/outgroup barriers weaken outgroup images. Raise trust and credibility issues Differences in national identity, ethnic identity, language, religion, genderDifferences in national identity, ethnic identity, language, religion, gender Clashing value prioritiesClashing value priorities Different body language (e.g. to convey respect)Different body language (e.g. to convey respect) Slide 20
'Uncaring' Image of China & U.S, Negative responses to "Does China Consider Interests of Countries Like Yours?“,in %tages Source: PEW Global Attitudes polls in 24 countries, Spring 2008; blue figures show U.S. image in 2011 'Uncaring' Image of China & U.S, Negative responses to "Does China Consider Interests of Countries Like Yours?“, in %tages (Source: PEW Global Attitudes polls in 24 countries, Spring 2008; blue figures show U.S. image in 2011) France = 8268 Japan = 7949 Spain = 7781 Jordan = 7477 Egypt = 7279 Australia = 72-- Britain = 7160 Argentina = 70--Argentina = 70-- S. Korea = 68--S. Korea = 68-- Poland = 6167Poland = 6167 Germany = 59 44Germany = 59 44 U.S.A. = 5624U.S.A. = 5624 Turkey = 5583Turkey = 5583 Brazil = 4649Brazil = 4649 Slide 21
Barriers to Image Management Success Cognitive Hurdles Existing schemas, embedded in belief systems.Existing schemas, embedded in belief systems. People accept reinforcements and reject refutations – cognitive dissonance issue.People accept reinforcements and reject refutations – cognitive dissonance issue. Competing messages usually weaken message impact unless messages are mutually supportive. Competing message can come from ingrained beliefs, reports or experiences of events, news media stories, entertainment media stories, etc.Competing messages usually weaken message impact unless messages are mutually supportive. Competing message can come from ingrained beliefs, reports or experiences of events, news media stories, entertainment media stories, etc. Slide 22
Barriers to Image Management Success Barriers to Image Management Success Hostile Environments Powerful message competition from internal government public relations efforts.Powerful message competition from internal government public relations efforts. Powerful message competition from external government P.R. efforts.Powerful message competition from external government P.R. efforts. Distaste for actual past and present policies that receive extensive media coverage.Distaste for actual past and present policies that receive extensive media coverage. Growing tides of messages overwhelm individuals and drown each other out.Growing tides of messages overwhelm individuals and drown each other out. Slide 23
Prognosis for Success of Public Diplomacy Campaigns The Chicago Council on Global Affairs surveyed five countries in 2008 – China, the United States, Japan, South Korea, and Vietnam. Respondents in each country answered 40 to 60 questions about economics, culture, human capital, diplomacy and politics. The table shows how China rated in various performance realms based on a scale of 0 to 100.The Chicago Council on Global Affairs surveyed five countries in 2008 – China, the United States, Japan, South Korea, and Vietnam. Respondents in each country answered 40 to 60 questions about economics, culture, human capital, diplomacy and politics. The table shows how China rated in various performance realms based on a scale of 0 to 100. Slide 24
China’s Performance Ratings in 5 Realms of Activities – 1-100 Scale Econo- mic Human- istic Cultur- al Diplo- matic Politi- cal USA5255564034 Japan5758574441 S. Korea5764545148 Indonesia7374626971 Vietnam70807767-- Slide 25
Important Lessons from the Ratings Diversity of ratings by countries shows that image creation is interactive.Diversity of ratings by countries shows that image creation is interactive. Variances in ratings for various appraisal dimensions show that images are multi- faceted. Ratings of one facet do not necessarily affect the ratings of other facets.Variances in ratings for various appraisal dimensions show that images are multi- faceted. Ratings of one facet do not necessarily affect the ratings of other facets. The mindset of observers in each country is crucial in shaping their images. Political psychology provides essential insights.The mindset of observers in each country is crucial in shaping their images. Political psychology provides essential insights. Slide 26
Lessons from Actual PD Campaigns Reaching target audiences does not guarantee accurate meaning transmission. It does not guarantee persuasion.Reaching target audiences does not guarantee accurate meaning transmission. It does not guarantee persuasion. PD campaigns fail if they are poorly coordinated with other policies that have image impacts. Campaigns need repeats.PD campaigns fail if they are poorly coordinated with other policies that have image impacts. Campaigns need repeats. Message competition from news and entertainment media is difficult to beat.Message competition from news and entertainment media is difficult to beat. Changes are mostly domain-specific.Changes are mostly domain-specific. Slide 27