Publication

From Words to Action: Best Practices in Strategic Communication

on 30.12.2024
Best practice on strategic communication

Strategic communication (StratCom) constitutes “a holistic approach to communication, based on values and interests, that encompasses everything an actor does to achieve objectives, in a contested environment.” It encompasses “long-term, complex solutions, and effective ways of influencing big, important discourses in a very competitive environment,” and provides coherence to strategic influence by striving to understand key audiences and ensuring consistent planning. This approach regards communication not as a mean to convey strategy, but rather as a strategy in itself

There has been a growing body of literature on StratCom in recent years, due to its evolving nature adapting to new challenges. This report aims to contribute to the evidence-based research on impactful strategic communications by providing an overview of best practices involving a range of approaches in different contexts. The examples included can serve as a source of inspiration for all communications professionals working both in government and non-government sectors. The following best practices and lessons learned were identified.

BEST PRACTICES & LESSONS LEARNED ON STRATEGIC COMMUNICATION

1. Open communication utiling intelligence 

Leverage verified intelligence to build credibility, inform audiences, and foster trust in messaging in times of crises. 

2. Timing and collaboration with media 

Ensure timely release of information and coordination of communication efforts, which can, when aligned with major events, maximise impact as well as systematic collaboration with the media.

3. Long-term strategies as an investment 

Focus on building societal resilience as a long-term process requiring consistent investment in capabilities and regular updates reflecting changes in security environments.

4. Activity-based communication as a building block 

Design communication campaigns as a part of a broader strategy, with individual activities/projects serving as building blocks for future initiatives.

5. Storytelling 

Humanise messages through personal narratives that resonate with audiences and create emotional connections. Investment in communication in local languages rather than relying solely on dominant languages will amplify the messaging.

6. Usage of humour 

Incorporate humour to engage audiences, counter disinformation, and make messages more memorable and shareable.

7. Variety of voices and influencers 

Bridge audience gaps by collaborating with diverse voices, including influencers, to reach different demographics effectively. Explore emerging digital platforms, such as Discord, and expand outreach through popular platforms like TikTok and Instagram. However, do not omit traditional communication channels and invest in traditional media such as radio and leaflets, particularly in regions with less regular internet usage.

8. Creative multimedia and art 

Use creative formats, including art and videos, to better convey complex messages. Experiment with less conventional communication methods to engage untapped audiences, for example, develop an application or a game and engage with the gaming community.

9. Calls to action and societal mobilisation 

Integrate actionable steps into campaigns to inspire participation, whether through donations, advocacy, or community involvement. Linking global themes to local significance (e.g., “Ukraine’s role in food sovereignty”) will grab public attention.

10. Leadership with strong communication skills 

Ensure leaders involved in campaigns are effective communicators willing to speak up, lead by example, and inspire confidence.

Extra: Animals and pets as spokesmen; 

Include animals or pets in campaigns to evoke empathy, increase relatability, and make messages more memorable.

BEST PRACTICES & RECOMMENDATIONS FOR GOVERNMENTS

1. No one-size-fits-all approach 

There is no universal approach to StratCom, as its processes and structures reflect the culture of public administration. To be effective and resonate, the core narratives communicated through StratCom must align with the values and principles of the given society. While countries can draw inspiration from others, new structures or processes must consider the needs and capabilities of the public administration.

2. StratCom as one of the core principles 

In some countries, StratCom is recognised in most important security and defence documents as a key aspect of resilience building. In others, it is viewed as a core responsibility of public administration and national defence. For example, in the UK, StratCom is one of the four main levers of government, alongside legislation, regulation, and taxation. In Estonia, it is defined and recognised in the national plan as one of six development directions of comprehensive national defence.

3. Need for personal and financial resources 

StratCom and resilience building are long-term processes that require adequate financial and personal resources. In countries like the UK and Sweden, designated agencies or units provide capacity-building training to civil servants, civil society representatives, and media. Without a secure budget and political will to invest in such capabilities, developing structures, providing training, or assigning employees to conduct StratCom for public institutions is not feasible.

4. Need for long-term strategic vision 

Authoritarian actors have been investing heavily in media and audience building and laying their narratives consistently and repetitively for a long period of time. Democratic actors have done nothing similar. Therefore, it is important to develop a more long-term strategic thinking, planning, and programming. Strategic and long-term communication and investments should be prioritised over sporadic campaigns and reactive responses to adversarial narratives.

5. Involvement of experts in decision-making 

Many important decisions must be communicated to citizens, and to pre-emptively assess the impact of these communications and set unified messages, some countries, such as the UK, involve experts in communications or StratCom in high-level decision-making.

6. Regularity and speed of information 

Accurate and relevant information is essential in crisis situations. Regular updates, such as daily briefings, help create a sense of stability and routine during unpredictable times. Furthermore, meetings between public representatives and journalists build necessary personal connections and trust between both parties. The ability to quickly publish information or statements is crucial for controlling the narrative. Public institutions should have clear structures and processes for determining who communicates when. An example of this is Taiwan's 2-2-2 principle.

7. Securing institutional memory and politically neutral communication 

Ministers and heads of state represent political appointees and can communicate accordingly, but institutions and their communication channels should be treated as separate. Focusing on policies, thematic priorities, and presenting a range of employees and experts creates a more professional and trustworthy image for institutions. Estonia adopts an "apolitical" approach to communication, meaning it does not promote the interests of particular political parties as a core principle of its government communications. One key best practice implemented in Estonia to ensure this is that new heads of communication departments in government agencies and institutions are not appointed with each government change. Instead, longer tenures ensure enhanced institutional memory, continuity, and stability in communication.

8. Comprehensive communication in minority languages 

Utilising minority groups to increase societal division and distrust towards public institutions is a common tactic in influence operations. Disinformation targeting minorities and promoting "othering" is used to create division. To counter this, public institutions should make efforts to communicate in the languages and contexts of minority groups. Foreigners living in a country should also not be neglected. Providing content in English, at minimum, should be a standard in crisis situations in areas with large foreign communities.

9. Use of behavioural science 

Behaviour change belongs to key goals tied to StratCom execution. Integrating behavioural experts can enhance the capabilities and success of StratCom approaches. In the UK, behavioural units have been established in key areas of public administration for this purpose.

10. Cooperation with civil society/ Whole-of-society approach 

Civil society has been proven to be a key partner in StratCom during crises and in countries lacking StratCom culture or structures. Given that civil society organisations are dispersed across regions, their accessibility to many people and ability to act quickly make them an indispensable ally in crisis situations. In countries with developing StratCom, such as Slovakia, civil society organisations have provided a platform for exchanging information and coordinating to supplement for the lack of coordination bodies. Initiate working groups and taskforces involving experts from civil society, who are often not included due to the lack of security clearance.

For more, please, find the whole report attached below.

This report was written through the Information Defence Alliance project and it is a public task financed by the Ministry of Foreign Affairs of the Republic of Poland within the grant competition “Public Diplomacy 2024-2025 – the European dimension and countering disinformation.” The opinions expressed in this publication are those of the authors and do not reflect the views of the official positions of the Ministry of Foreign Affairs of the Republic of Poland.

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Authors

Senior Research Fellow, Centre for Democracy & Resilience

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Authors

Senior Research Fellow, Centre for Democracy & Resilience