ABSTRACT
Concerns about power in public relations may be as old as the practice. Professionals know that power and influence are crucial to getting things done inside organizations. They need a seat at the table, or at least the attention of organizational leaders, when important decisions are being taken or implemented. Many professionals believe they are relatively powerless in these strategic moments, however, and their complaints about the absence of power are often expressed in an all too familiar litany:
“Why don’t we report to the CEO?” “Why do they only listen to us when there’s a crisis?” “Why are we only involved with tactics and execution, never
strategy?” “Why don’t they understand the real role and value of PR?”
