Communication concepts: Never stop learning

Some specialist books are almost outdated by the time they appear on the market. In concept literature, however, time seems to have stood still. In the past two decades, current conceptual theory has hardly changed, the conceptual grid has remained the same - but not the world around it. This draws attention to the adaptability of conceptual work.

You both work as consultants and concept developers as well as lecturers in concept technology. What fascinates you about this subject?
Marion Tarrach: That conception is not just a technique, but something very practical and lively.
Nicole Zeiter Sixt: We see conceptualization as the core of our consulting work. The conceptual examination of topics, organizations, people and opinions is one of the most exciting tasks that the PR business has to offer. Precisely because there are always new demands and new situations to take on board and integrate.

Can concept work be learned at the school desk?
Zeiter Sixt: The basics for sure. An understanding of the concept steps, their interplay, the approach to a new question... What you can also develop in the exchange with each other is an awareness that every concept is different in practice. Copy/paste does not work.

Tarrach: Conception is like driving a car. First you have to learn the technique. Personal style, anticipating potentially tricky situations, the ability to feel comfortable and safe on any road, in any weather and in different vehicle models - all this comes with experience. Design is largely a matter of experience.

The concept grid has remained stable over the years. Is there nothing new to say about the concept grid?
Zeiter Sixt: Yes, of course. For example, there is a question mark behind the well-known problem orientation in concept work. The classic concept is divided into an analytical, a strategic and an operational part. Firstly, the problem is outlined and pinpointed, then the future and the approach are mapped out and finally a coherent package of measures is defined. Psychotherapy and coaching are also familiar with the approach of completely avoiding the "problem talk" and dealing directly with the future as an already realized ideal. This releases positive energy and ideas that can be put to good use alongside a carefully conducted situation analysis.

Concept work takes time. Is such a luxury still suitable for everyday use in today's environment, where high speed and information density dominate?
Tarrach: The more hectic the environment, the more important concepts are. They create an overview, order and orientation - things that are sometimes lost in day-to-day business. They protect against actionism and increase efficiency. You can't develop a concept without taking a step back and looking at the current issue with a little distance and calm.
Zeiter Sixt: The concept serves as a set of arguments for what we do and what we leave out for good reasons. But without producing a tome. Brevity, conciseness and pragmatism have clearly become more important in concept work. Not in every case and for every client, for example, does every concept step need to be fully elaborated. Depending on the task (and resources), a catalog of ideas may suffice instead of a detailed action plan. Or a diagnosis "at first glance" instead of a well-founded, broad-based analysis.
Tarrach: And, of course, it's always about working towards a business benefit and emphasizing this in the concept. It's great if we achieve greater employee identification or create a new, modern image. But what does the organization gain from this? We need to make this clear, even if this cannot usually be backed up with hard figures.

How do the new communication platforms play into the concept?
Zeiter Sixt: The temptation to do everything and be present everywhere has increased with social media. A communication concept must derive new strategies from this and work towards establishing a specific attitude of give and take within an organization.
Tarrach: We are dealing with a strong dynamic in the opinion markets. This unpredictability means that we have to think even more in terms of scenarios and options. Concept work offers this platform.
Timer: The unplannable, monitoring and interaction with dialog partners as unknowns must be factored into the concept. It must be possible to make course corrections "in the middle of the game". This is the only way we can remain capable of communicative action, even if something surprising happens in the environment. This requires, among other things, short communication channels and response times.

Do you also see changes in the process of concept work itself, in the collaboration between concept creators and clients?
Tarrach: From our early days in communications, we still remember the situation when we took on a concept order and delivered a paper several weeks later. We were suppliers and experts at the same time and developed a ready-made solution for the customer. Today, it's much more of a "with" than a "for". The attitude towards consultants of all kinds has generally become more critical. Instead, coaching is very popular, understood as a partnership of equals. Ideally, consultants and concept creators go through a development or problem-solving process together with the client that is more transparent, more intensive and closer to the client.

Interview: Regula Ruetz, PR Suisse

In a nutshell
Nicole Zeiter works as a communications consultant and coach/supervisor BSO in Winterthur. Marion Tarrach (PR consultant and adult educator) runs a communications agency in Basel. Both regularly teach at the SPRI in Zurich and the MAZ in Lucerne and are involved in other organizations as lecturers or specialist coaches. Together they run the blog Prkonzepte.wordpress.com. Their documentation "PR-Konzeption - Arbeitsmaterial, Leitfaden, Diskussionsbeiträge" was published in March 2011.