Comparing the Decision Structures of Public Relations Agencies and Clients

Abstract

In this study, I use K. R. Hammond's version of social judgment theory (Hammond, Stewart, Brehmer, & Steinmann, 1975) to examine the conscious and covert judgment patterns of a group of public relations agency consultants and their clients. Respondents assessed 30 hypothetical public relations proposals that combined different mixtures of five decision factors: cost effectiveness, measurability, image support, marketing support, and feasibility. Analysis based on the lens model equation revealed that both groups emphasized bottom-line considerations over less quantifiable ones; that clients, more than agency professionals, understood how they valued the decision factors and acted on that knowledge; that the two groups' subjectively specified judgment weights showed closer agreement than their actual decisions about public relations plans; and that flawed self-understanding and inconsistent decision making, particularly among agency professionals, accounted for most disagreement in practice.