✅ Putting the public back in public relations

Understanding how groups of people - or publics - behave is the key to smarter, responsive communication and public relations strategy.

Publics are too often overlooked in communication strategies. Not the catch-all “general public” used in mass market campaigns, but specific groups of people who share concerns and act in recognisable patterns. These groups can either champion or challenge your organisation’s goals.

In a thoughtful editorial in the latest issue of Corporate Communications: An International Journal (CCIJ), Martina Topic-Rutherford brings our attention back to a framework that deserves renewed focus: the situational theory of publics. It’s a foundational concept that practitioners should revisit.

With the tension between shareholder and stakeholder capitalism reshaping business priorities and activists able to mobilise at unprecedented speed, this behavioural framework provides a means for strategic engagement to deliver measurable impact.

Segmenting people, not media or channels

What makes this theory so helpful, as Topic-Rutherford points out, is how it helps us understand people’s behaviour. Originally developed by James Grunig and Todd Hunt in the 1980s, the situational theory of publics shows that not everyone pays attention to an issue in the same way.

This concept, prioritising people’s behaviour over audience demographics, is a fundamental difference between public relations and marketing. Some stakeholders are unaware of the issue, others are aware but passive, and a few are ready to act. Recognising these differences helps communicators focus their efforts where they will have the most impact.

The theory identifies four types of publics based on how much people know about an issue and how involved they feel.

Understanding who your publics are is only the start. The real value comes in knowing how to adapt your communication strategies to engage with them. It means adapting your communication to match their level of awareness and involvement.

• For non-publics there’s little need for active engagement. They’re not a priority unless circumstances shift. Keep an eye on them, but don't invest unnecessarily.

• Latent publics are more relevant. They’re affected but unaware. This is where targeted engagement work comes in. Demonstrate why the issue matters and what it means for them, ideally before someone else does.

• Aware publics have recognised the issue but aren’t yet motivated to act. This is your chance to build trust. Be transparent. Invite conversation. Make space for questions. Done well, this is where reputation is reinforced.

• Finally, active publics are already mobilising, questioning, possibly challenging. They demand a different approach: open, responsive, and collaborative. Treat them as stakeholders, not problems. Listen, respond, and where appropriate, involve them in shaping outcomes.

Matching your engagement to the mindset of each public is what separates strategic communication from broadcast or spam.

Shift from demographics to behavioural characteristics

In today’s emotionally charged, data-rich, and polarised communication environment, behaviour helps make sense and segment stakeholder groups. It means recognising patterns in how people respond, act and organise around issues. Whether they stay silent, speak out, or take action, these behaviours offer clues for shaping more effective and timely communication strategies.

Consider the ESG backlash or the rise of consumer activism around DEI, sustainability and gender policies. These are driven by publics who are not only aware, but also active. They’re organising, protesting, reshaping reputations and holding brands to account.

The current issue of CCIJ, edited by Topic-Rutherford, tackles major themes including gender equity, environmental communication, and consumer ethics. Beneath these diverse topics runs a common thread: the need to understand how publics behave and how organisations respond.

As Topic-Rutherford says, practice has talked about the public for years, but we rarely use theory to guide our work. The situational theory of publics bridges communication as messaging or media with communication as relationship-building.

We should revisit this theory not as an academic exercise, but as a call to redesign our strategies around how people think, feel and act.

Have a great weekend.

Reference

Topic-Rutherford, M. (2025), "Editorial 30.3: The situational theory of publics", Corporate Communications: An International Journal, Vol. 30 No. 3, pp. 429–431.

Grunig, J.E. and Hunt, T. (1984), Managing Public Relations, Holt, Rinehart and Winston, New York.

---

The Wadds Inc. newsletter equips professional communicators with the strategic insights needed to navigate today's complex landscape of media, technology, politics and economic change. We are trusted by 4,000+ practitioners who need clarity on challenging issues such as artificial intelligence, diversity and societal polarisation.

We distil news, research and industry developments twice weekly into actionable briefings that enhance your communication practice.

• Monday: A curated roundup of critical news and developments from our professional community

• Wednesday, Thursday or Friday: In-depth analysis of cutting-edge research translated into practical applications

Where academic rigour meets practical application, our newsletter provides the strategic perspective that elevates communications from tactical execution to management influence. Please consider becoming a paying subscriber to support our work if you haven’t already done so. It would be much appreciated.