Envirocomm

The Shattered Dome of Silence E. Bruce Harrison
Adjunct Professor, Public Relations and Communications Graduate Program,
Georgetown University, and
CEO, EnviroComm International
May 18, 2012

In 2006, among her many perceptive Wall Street Journal columns during the Bush Presidency, Peggy Noonan described the Bush-Cheney White House as a place where sensitive information was carefully contained. After the incident of the accidental shooting of a fellow hunter by Vice President Cheney, Noonan said that chief executive communications were within "a never permeable dome of silence."

There was no such thing, as it turned out. The shooting story leaked and cascaded across media channels in the way that all information does when it is newsworthy — that is to say, interesting and of value, to publics and stakeholders.

In an open and democratic society, information within government as within publicly owned companies is not as containable as perhaps it arguably once was, when media channels were fewer and iconoclasts rarer.

Noonan learned one never says "never." Presumptive, controllable domes of silence have been long and irreparably shattered.

The new reality, and it's not all bad, is that leadership communicators now play a more significant role in the flow of information between the organization and its stakeholders, and these principles now prevail:

Corporate Communicator New-Reality Principles

Assume everybody knows, or soon will know, everything.
Understand that everyone (including you) constantly seeks answers to the question, "What's in it for me?"
Know that trust is easy when the value is clear.
Know that stakeholders, when surprised, look for explanation and reassurance.
Expect, if you surprise, to receive a lot of hits and no free pass.
Understand that we are in a period of hunger for drama which stimulates the open process of identifying villains and heroes.
Expect analyses — good, bad and irrelevant — from experts and common folk.
In leadership communication, there are two keys: describe things constantly and tell the whole story.
Expect that half-truths, fuzzy near-facts and outright inaccuracies will make their way into public discussion, analysis and judgment, good, bad and irrelevant.
To sustain followers, who create as well as abandon leaders, provide a plan they will understand and say, "I see what's in it for me."

Contrary to the theme expressed by the Wild West newspaper editor in the wonderful movie, "The Man Who Shot Liberty Valance," know that when there is conflict between truth and legend, the truth will shatter the legend that's shaped inside the dome.

Relevant Addendum

Of incidental interest, as the media follow and create the JPMorgan story, these quotes are from today's (May 18, 2012) Wall Street Journal:

"…the stakes are high. Mr. Dimon personally approved the concept behind the disastrous trades…but he didn't monitor how they were executed…"
"Mr. Dimon told his group: 'We're in a major storm…we've got to…come clean."
"He immediately set up a war room on the (top) floor of…headquarters."
"returned to his office, jotting down…'self-inflicted losses'…meeting with executives in his personal conference room, they staged a mock conference call with investors, which would take place later in the afternoon…"
"At the April 9 operating committee meeting…Ms. Drew said 'We can ride through this…It's blown out of proportion…'"
(On May 14) "Ms. Drew apologized…Mr. Dimon gave her a bear hug on the way out…"
"at the annual meeting…he criticized the cost and complexity of added regulation…"
"had planned a series of monthly business reviews with all department heads, which typically run as long as three hours each…(some) chiefs have urged Mr. Dimon to delay the meetings, given the crisis. They say he has refused, responding, 'I don't want to take my eye off the ball'."

    Bruce Harrison is an adjunct professor in the master's program at
    Georgetown University, Washington, DC. He and Judith Muhlberger teach
    courses in leadership communications and corporate crisis communications.

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