"Das DiskursGlossar ist ein Online-Lexikon zur strategischen Kommunikation. Auf Basis aktueller Forschung bietet es kompakte und anschauliche Informationen zu Phänomenen diskursiver Kämpfe, wie wir sie in Medien, Politik, Recht und Zivilgesellschaft beobachten können. Das Glossar soll dazu beitra
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gen, kommunikative Strategien in der öffentlichen Praxis besser zu erkennen, zu bezeichnen und zu kritisieren." (diskursmonitor.de/glossar)
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"Political technology' is a Russian term for the professional engineering of politics. It has turned Russian politics into theatre and propaganda, and metastasised to take over foreign policy and weaponise history. The war against Ukraine is one outcome. In the West, spin doctors and political consu
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ltants do more than influence media or run campaigns: they have also helped build parallel universes of alternative political reality. Hungary has used political technology to dismantle democracy. The BJP in India has used it to consolidate unprecedented power. Different countries learn from each other. Some types of political technology have become notorious, like troll farms or data mining; but there is now a global wholesale industry selling a range of manipulation techniques, from astroturfing to fake parties to propaganda apps. This book shows that 'political technology' is about much more than online disinformation: it is about whole new industries of political engineering." (Publisher description)
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"This book is the first of its kind within the African region to combine scholarly perspectives from the fields of Strategic Communication Management and Communication for Development and Social Change. It draws insights from scholars across the African continent by unravelling the complementary nat
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ure of scholarship between the two fields, through the lens of prevailing governance and sustainability challenges facing African countries, today. This edited volume covers issues that have adversely affected the achievement of goals related to humanitarian upliftment, development and social change for all African nations. Consequently, citizen participation, which lies at the heart of these challenges when considering the question of sustainable governance and policy development for social change in an African context is addressed. To this end, a reflection is also made on various case studies that exist where local citizens do not inform sustainable development programmes, while the promotion of bottom-up development and social change is largely replaced by top-down instrumental action approaches and hemispheric communication instead of strategic communication." (Publisher description)
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"This Communication Strategy takes a holistic approach to communication. Additionally, it takes a long-term view in implementing effective ways of influencing discourses within the information environment. The communication strategy underlines the fact that all FAO activities have an important infor
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mation and communications component. As such, communications is not an adjunct or after thought activity but should be embedded in the planning, implementation and review of FAO activities in Yemen. This Communication Strategy is a living and working document, meaning that while it serves to guide overall communication, it is open to changes and adjustments in response to the sudden changes that characterise a fluid situation such as the one obtaining in Yemen. This document guides the office’s annual communication workplan and informs project-specific communication plans developed under projects and programmes implemented by FAO Yemen. The strategy aligns with FAO’s Corporate Communication Guidelines, FAO Yemen’s Plan of Action (2022 – 2024) and FAO’s Hand-in-Hand Initiative efforts to improve knowledge sharing on agricultural best practices, engage in data-driven development work and advance agricultural innovation to help small-scale food producers achieve better production and build better lives. A Communication workplan for 2023 is attached to this strategy document as an annexe. The workplan maps out communication priorities and activities for 2023, taking into consideration operational challenges, needs and gaps as well as the feasibility of communication activities with the available capacity of human resources." (Introduction)
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"Este documento define la comunicación estratégica para defensores de DD.HH., así como las etapas de esta y algunas recomendaciones estratégicas." (commbox)
"La Guía para el diseño de estrategias de comunicación para la defensa del territorio busca contribuir a una pacificación integral de los territorios utilizando como herramienta la comunicación comunitaria. Algunos podrían pensar que somos idealistas, pensarán que sólo siendo bruscos e impon
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iéndonos con violencia y miedo se terminan las guerras. Queda claro, con las enseñanzas de Sun Tzu y los Pueblos Indígenas, que con sutileza, paciencia, astucia y creatividad se pueden construir mundos más vivibles, más humanos. La primera nos lleva invariablemente hacia la muerte y la destrucción, la segunda nos permite imaginar otros mundos. Por último, esta “Guía” busca ser eso, una guía, en consecuencia, no tiene respuestas estáticas o lo que yo llamo “de receta”. Por el contrario, se alimenta de preguntas, paisajes, sueños y esperanzas. Esta guía necesita del movimiento porque sólo así podremos defender el territorio, es decir, la vida." (Página 1)
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"El documento consta de seis capítulos, a través de los cuales se presenta de manera conceptual y metodológica que debemos considerar para ir diseñando nuestro plan o estrategia de comunicación.
El primer capítulo aborda el contexto institucional del cual parte la comunicación en las instituc
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iones. Es decir la planificación estratégica y cómo ésta debe incorporar la dimensión comunicativa. También propone la ubicación de la comunicación en las instituciones, dándole un lugar desde el cual pueda cumplir adecuadamente su rol estratégico.
El segundo capítulo presenta el concepto de comunicación estratégica, señalando el valor agregado para la institución. Señala la dimensión interna y externa de la comunicación en las instituciones, desarrollando los conceptos de: comunicación interna, identidad e imagen, planteando el reto de la reputación institucional.
El tercer capítulo nos plantea la importancia del diagnóstico de comunicación como primer paso para la intervención comunicativa. Así nos presenta cuatro tipos de diagnósticos: el estudio de fuentes secundarias, la auditoria de comunicación, el mapa de stakeholders o grupos de interés y el diagnóstico de comunicación que incorpora el perfil del público y los mapas del poder.
El cuarto capítulo organiza una propuesta de metodología para diseñar un plan de comunicación institucional o una estrategia de comunicación en un proyecto de desarrollo. Si bien el diagnóstico se refiere a la fase de análisis, aquí se destaca la importancia de diferenciar la fase de diseño estratégico, de la fase operativa de la comunicación. Reflexiona con ejemplos sobre los objetivos de comunicación, la priorización de los públicos, los mensajes, el concepto creativo, las líneas de acción comunicativa, entre otros puntos.
El quinto capítulo nos presenta el monitoreo y la evaluación en comunicación. Gestionar la comunicación por su efectos supone identificar las dimensiones que son necesario medir para evidenciar cambios. Este ítem diferencia monitoreo, de la evaluación y propone algunos lineamientos para abordar este desafío en las instituciones.
El sexto capítulo plantea una ruta para la gestión de la comunicación integral de la institución. En este sentido precisa el rol de la dirección institucional, el perfil del comunicador, la necesidad de la comunicación interna, entre otros elementos que deben conformar una hoja de ruta para posicionar la comunicación en las instituciones.
La guía está acompañada de ejemplos, ejercicios de aplicación y un planteamiento de desafíos para las instituciones." (Presentación, página 9)
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"Der erste Band der „Handbuchreihe Kommunikation“ beschäftigt sich mit der mittel- bis langfristigen Schwerpunktlegung der Kommunikation von Unternehmen. Dem Leser wird ein Überblick über die verschiedenen Themenfelder der Kommunikation unter strategischen Aspekten gegeben. Neben den Grundlag
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en der strategischen Kommunikation und den zentralen Entscheidungstatbeständen wird ein Augenmerk auf verschiedene strategische Kommunikationskonzepte gelegt. Ein weiterer Schwerpunkt liegt auf der strategischen Umsetzung der Kommunikation im Unternehmen. Die Zusammenarbeit mit Agenturen findet in den Beiträgen ebenfalls Berücksichtigung." (Verlagsbeschreibung)
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"This publication responds to the increasing need for organisations to think and plan strategically about managing and using their information and knowledge resources in an efficient and effective manner. Lack of strategy for information and knowledge management was identified as a major gap when CT
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A conducted a series of needs assessment studies across the ACP regions to gain an insight into the needs and capacities of various actors in the agricultural and rural development sector. Further gaps were observed due to lack of information sharing and dissemination approaches within institutions, making it difficult for organisations to learn lessons from past practices and effectively plan, monitor, and evaluate their activities. The studies covered hundreds of agricultural and rural development (ARD) institutions and consultations were held with senior policy-makers and planners from a wide crosssection of institutions. The need to help organisations develop and implement an information and communication management (ICM) strategy emerged as the top priority, which bodes well with CTA’s current emphasis on integrating knowledge management (KM) with ICM, as reflected in its new strategic plan. Based on a thorough review of what had been done in this area, CTA embarked on the development of two publications – a Facilitator’s guide and a User’s manual – in collaboration with ICM and KM practitioners. The exercise involved writing, organising regional methodology validation and training of trainers workshops in the Caribbean, Pacific, Southern, West and Eastern Africa. The manuals are the output of a highly collaborative and consultative process aimed at filling a clearly identified need. The manuals stress the importance of teamwork, consultation and getting the buy-in of all stakeholders who will be affected by and involved in the actual crafting of the ICKM strategy. They examine implementation, monitoring and evaluation issues with useful tips and tricks." (Foreword, page vii)
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"DRR (Disaster risk reduction) advocates are increasingly asked by government and local partners what the exact scope and content of their subject is, and to explain, beyond generalities, the ‘actionable risk reduction messages.’ Key messages comprise the core, common and comprehensive informati
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on about safety and resilience that are needed to promote consistent and sustained DRR. If these actionable messages were universally practised, we could substantially avoid the effects and impacts of disaster. This document focuses on harmonizing these messages. This has meant working to ensure that the key points are conveyed consistently, even when they are conveyed to different audiences or by different stakeholders. This is different from standardizing messages, which involves working to achieve consensus around a single set of uniform messages for a particular audience. By setting out this common reference source, it is hoped that practitioners will make voluntary efforts to harmonize their messages. The goal is common understanding and consistency in the application of common themes, worldwide." (Page 11)
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"MTV EXIT ASIA is a large-scale multi-media program designed to raise awareness of trafficking in persons (TIP) in the Asia-Pacific Region with the objective of promoting behaviour change and driving social action. It reflects an innovative co-donor partnership between USAID and AusAID that aims to
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contribute to a reduction in human trafficking as well as strengthening the anti-TIP sector within the region. The program employs a mix of high profile concerts, roadshows, television programs, national and international TIPfocused websites, public service announcements, as well as features and music videos. MTV EXIT ASIA’s television programs are broadcast nationally and regionally through MTV channels, as well as free-to-air terrestrial broadcast networks. In addition to these outputs, MTV EXIT ASIA produces printed material, supports youth sessions and youth media capacity development camps (both designed to help push anti-TIP messages to the local level). It is also active in working with local anti-TIP and media partners to extend its messages and brand to areas that MTV EXIT ASIA would find difficult to target, i.e. vulnerable populations in rural areas. This PD provides a clear ‘roadmap’ describing MTV EXIT ASIA implementation and sets out four thematic components under which the bulk of program outcomes and activities are gathered. These components reflect the elements of the program that directly contribute to social and behavioural change. They include: (i) Media Content; (ii) Live Events; (iii) Youth Engagement; and (iv) Strategic Communication." (Executive summary)
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"This publication updates a 2005 review of communication in Poverty Reduction Strategies (PRS). It includes four country case studies (Ghana, Tanzania, Moldova, and Nepal) and a regional analysis of Latin America and the Caribbean. It explores how the use of strategic communication has expanded beyo
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nd the PRS and is now being integrated into national development planning and implementation. Many of these strategies are shifting their focus from a “dissemination and publicity strategy” to a“communication program” that emphasizes information intervention beyond the traditional campaign, workshop or seminars. Compared with the 2005 review, the main difference is the institutionalization of communication, moving beyond the one-time experience for the first set of PRSs to broader, deeper sustained communication in support of poverty reduction and national development strategies. A second major difference is expanding beyond communication and participation in PRS formulation to PRS implementation, monitoring, and evaluation." (Executive summary)
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"Effective communication strategies will differ depending on whether you are communicating to influence change, engage or mobilise communities, share information, or raise profiles. Influencing change relies on engaging key audiences in dialogue that is relevant, context-specific and backed up by ro
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bust evidence. Communities can be mobilised by providing platforms for debate — for example through networks or coalitions — and building the capacity of marginalised actors to participate. Communication for sharing information ensures good flows of clearly presented, robust information in an accessible and engaging way. By ensuring a match in how you present your identity and how you are perceived by key audiences, communication for profile raising can help build trust and credibility." (Policy pointers, page 1)
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"There are several organisations in Africa which aim to eliminate the incidence of gender-based violence through such actions as education, advocacy, lobbying and media-based interventions. What follows is a tool that aims to: facilitate the building of stronger, more sustainable communications camp
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aigns as a component of gender-based violence intervention strategies; promote partnership across organisations that share this worthwhile vision; and ensure greater long-term impact." (Page 2)
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