PR Studies

My PR books of the year

Here's a very personal pick of the top five newly-published books on public relations in 2011.

1. Measure What Matters by Katie Delahaye Paine (Wiley)

Two books were published by Wiley earlier this year on the important topic of measurement and evaluation. Philip Sheldrake's is in many ways the more ambitious (it also makes it onto my list), but Katie Paine's is a book for the intelligent practitioner and deserves to be widely known and used. For its appeal to the general reader, it takes first place on my list.

The author tells us: 'the notion that a PR person is someone who has to deal only with the press is just .. antiquated. A good PR person is focused on his or her relationships - be they local media, national bloggers, employees, or community organizers.' So how do you measure they quality of these key relationships? This book offers practical insights into measuring events and into measuring key relationships with influencers, employees, local communities etc.

2. Public Relations: A Managerial Perspective by Danny Moss and Barbara DeSanto (Sage).

I'd been looking forward to this book ever since last year's round-up, but in the event it only arrived late in the year and with a 2012 publication date.

It's worth the wait: this is the heir to Grunig and Hunt's widely-cited Managing Public Relations in that it addresses the same issues and concerns: Is public relations a distinctive activity? How does it contribute to organisational effectiveness? I expect to return frequently to the chapters written by Danny Moss in particular.

The collection is rather repetitive, however, as each author has been instructed to refer to the editors' 'C-MACIE model'. It also has a glaring omission: no chapter on measurement and evaluation (Professor Tom Watson should have been asked to contribute this). Since measurement and evaluation is one of my themes this year, this explains why Moss and DeSanto miss out on first place in my list.

3. The Public Relations Handbook (Fourth Edition) by Alison Theaker (Routledge)

Over a ten year period, Alison Theaker has produced four editions of this useful standard text and this new edition is a substantial reworking of what went before. It's now almost 500 pages, and contains new chapters by Philip Young, Liam FitzPatrick, Mark Phillimore, Heather Yaxley and Simon Wakeman among others. Johanna Fawkes has reworked her useful chapters on 'What is public relations?' and 'Public relations and communications' and they are now essential reading for any student of the subject.

I applaud the author and the publishers for having resisted the pressure to present this as a glossy, colourful text. They let the words and ideas do the communicating instead. Others will disagree with me, and I was sorry not to have found space here for one such colourful textbook: Averill Gordon's wide-ranging Public Relations, published by Oxford University Press.

4. PR Today: The Authoritative Guide to Public Relations by Trevor Morris and Simon Goldsworthy, Palgrave Macmillan.

If what has gone before seems a bit too earnest for you, then this could be the one book you should read. Though the authors teach public relations at university, this is an anti-academic text: 'The Unauthorised Guide to Public Relations' might be a better subtitle.

The themes will be familar to those who know the same authors' previous work, PR: A Persuasive Industry? which was among my favourites in 2008. This book extends beyond anlaysis of the industry into a section on PR planning and strategy and another section on PR practice.

One example will give a flavour of the authors' approach. They introduce their chapter on PR Ethics with: 'Some textbooks treat PR as though it is a branch of moral philosophy. Such an approach leaves most PR practitioners bemused and is of little practical use.' You will have to look elsewhere for Kant (and will probably find much more cant too).

5. The Business of Influence: Reframing Marketing and PR for the Digital Age by Phlip Sheldrake (Wiley).

Though written by a practitioner, this is the most ambitious and challenging book of the year. Its analysis of the problems facing public relations is brilliant (the author is an engineer, a manager and a marketer, giving him a broad perspective). His reframing of public relations as the activity that manages influence is intriguing. He hopes to see people appointed to the post of Chief Influence Officer: 'Ideally, the Chief Influence Officer will have a varied background covering marketing, PR, customer service, HR, product development and operations.'

What is less successful is his attempt to turn the balanced scorecard concept into the Influence Scorecard. At this point, the book feels like a first draft, and already it's been superceded by further work by AMEC. Sheldrake's book is the most interesting of 2011 - but Katie Paine's is in my opinion the more useful, hence their relative positions on my list. 

Hans Christian Andersen on spin and PR

There's one fairy tale I frequently use to illustrate lessons about public relations: The Emperor's New Clothes.

Written in 1837, before the modern public relations industry came into existence, it nonetheless can be seen as a metaphor of two contrasting approaches to the practice. One is negative, the other positive.

Two weavers ('spinners') arrive in town and initiate a clever scam. Playing upon the vanity of the emperor and his courtiers, they state that they will create the finest clothes ever seen - but these clothes will be invisible to any who are stupid and unfit for their jobs.

They accept a large advance for silk and gold thread and pretend to start work weaving imaginary cloth, pocketing the money. The courtiers inspecting the cloth proclaim it to be the finest they had seen - and soon the emperor too has to acknowledge its magnificence (he cannot be seen to be stupid and unfit for his position.)

The first, negative stereotype is about spin and vanity. In short, it's about PR as a con trick.

No one dares speak up so the emperor appears in public naked in his 'new clothes'. Who tells the truth?

A child speaks up from the crowd, shattering the adult illusion. The child is the second metaphor - the outsider who dares speak truth to those in power. It takes a child - because adults are too driven by vanity and beholden to those in power.

Spinner, courtier or truth-telling adviser? Which role do you perform?

Some thoughts on PR theory and practice

In preparation for a peer group discussion this week, here are my thoughts on PR theory and practice drawn from some notable recent contributions to public relations literature.

As so often when discussing theories of public relations, we start with Professor James Grunig.

I assess many student essays at undergraduate, postgraduate and professional levels, and there's a sense from so many of these that Grunig's symmetry/excellence paradigm is the only 'correct' theory of public relations. All others are somehow flawed subversions of the truth, and practice that falls short of the ideal is somehow aberrant. (Grunig has, of course, argued in favour of a 'general theory' of public relations.)

Grunig and Hunt's 'two-way symmetric' model was articulated in a famous textbook published as long ago as 1984, and James Grunig (a Professor Emeritus who still actively defends and promotes his thinking) continues to win hearts and minds.

Two impressive new practitioner texts published this year, Katie Delahaye Paine's Measure What Matters and Philip Sheldrake's The Business of Influence both draw heavily and predominantly on his work.

Like the other milestone textbook of the era, Cutlip et al's Effective Public Relations, Grunig and Hunt's Managing Public Relations drew on systems theory. Systems theory once seemed as solid as Newtonian physics - until some new theories came along (Relativity, String Theory) to change the way we think about the world.

Scientists and mathematicians are now more interested in chaos theory than systems theory. As Jim Macnamara writes in The 21st Century Media (R)evolution, 'Emergent media owe as much to chaos theory as to evolutionary systems theory.'

Consultant Martin Thomas has written a new book called Loose: The Future of Business is Letting Go, in which he analyses 'the chaos and ambiguity of modern life'. 

'We are witnessing the unravelling of the most fundamental building blocks of the commercial world and a collapse of faith in tight, empirical rational models and ways of thinking.'

Modernist paradigms such as symmetry/excellence look less compelling a decade into a twentieth-first century in which chaos theory has replaced systems theory.

Then there is the explicit focus of some emerging public relations scholars. In their introduction to Public Relations, Society and Culture, Lee Edwards and Caroline Hodges deliniate the battle lines. 'Historically, public relations research has been driven by organisational interests, treating the profession as an organisational function first and foremost. The view is exemplified in the work of James Grunig and his colleagues in the United States of America ... This singular focus on public relations in organisations has tended to exclude the social world in which those organisations operate.' (pp 1-2) 

There's nothing new here. The contrast between an organisational perspective and a societal perspective has been made for at least 15 years by Jacquie L'Etang and fellow critical scholars and postmodernists. Yet if it has taken over 25 years for the theories of Grunig et al to gain currency within public relations, it's perhaps no surprise that newer theories have yet to gain wider recognition.

I expect to continue reading essays revolving around 'symmetry/excellence' for years to come, but those teaching public relations have a responsibility to challenge the dominant paradigm and to illuminate alternative thinking.

It's not what we do, it's whether it works

Book review: Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships by Katie Delahaye Paine. Wiley.

Let's start with one of the author's anecdotes from her own practice experience.

"I spent millions of dollars each year writing, designing, and producing pieces of paper that were supposed to make my sales force more effective," she writes. "Whether it ever worked was never questioned, it was what we did."

She's right. The emphasis in public relations practice has traditionally been on what we do, not on whether it works.

This is true of public relations practice. What doesn't or shouldn't change are the principles behind the practice. Now for another quotation from the author:

"The future of public relations lies in the development of relationships, and the future of measurement lies in the accurate analysis of those relationships. Counting impressions will become increasingly irrelevant while measuring relationships and reputation will become ever more important" (p 219).

This quotation is from the conclusion to the same author's 2007 book, Measuring Public Relationships. She cites it again in this new text to point out that what was true then remains true now. Four years ago is not a long time, of course, unless you live in Twitter time.

This book succeeds in reconciling two distinct challenges. On the one hand, it has to demonstrate mastery of the new tools available to the practitioner (web analytics, online surveys etc) and present this in an accessible format. On the other, it has to provide a narrative describing the fundamental principles behind public relations and communications.

It is most successful in the former: the chapters tackle key constituencies (customers, employees, communities etc) and the text provides lists, bullet points and step by step guides.

The latter is provided by frequent reference to the work of James Grunig and his Excellence study collaborators (Larissa Grunig and James Grunig wrote the foreword to this book). So the book is grounded in a substantial body of academic thinking. Given that most practitioners (certainly those focused on the 'what' rather than the 'whether') will have read no public relations academic texts, this is certainly helpful. Yet the reliance on one source, however widely cited, makes it less impressive as an academic contribution.

Yet the book does have a strong narrative, holding together the bullet points and checklists. We're told that 'the notion that a PR person is someone who has to deal only with the press is just .. antiquated. A good PR person is focused on his or her relationships - be they local media, national bloggers, employees, or community organizers' (p xviii).

We're reminded that 'the value of advertising is declining, and the value of friendships, contacts, and engagement is on the rise... The rise of social media makes the cultivation of relationships more important than ever' (p 73).

This narrative suggests that public relations is becoming a more valuable tool in the social media age. But things have to change: 'we must change from pitching to listening, and from measuring eyeballs to measuring engagement' (p 74).

As public relations is becoming more important, it's becoming more challenging.

'In the good old days, influencers were recognized leaders in business, media, Wall Street, or academia. Today, an influencer can be anyone who knows something about your product, your market, or your business. It can be someone with 10,000 followers on Twitter or 500 friends on Facebook... It used to be that a good communications program functioned like a food chain. You would educate key spokespeople and influencers on your message, and, assuming it was a credible message, it flowed down through the chain of media and ultimately reached your publics through a variety of credible sources. This top-down process of message control seemed reasonable, but was probably only a convenient illusion. Social media has proved it wrong and officially signed its death certificate' (p 123).

This book, I would say, is useful for the classroom and has its place in the university library. But it's essential for practitioners, and should have a place in every office where public relations is practised.

Let me end with another of the author's quotations, dating from some 40 years ago. "If we can put a man in orbit, why can't we determine the effectiveness of our communications?"

This question was posed by the author's father, Ralph Delahaye Paine, then editor of Fortune magazine. His answer to the question was people: 'unpredictable, cantankerous, capricious, motivated by innumerable conflicting interests and conflicting desires' (p 154).

Just because it's hard to measure the outcomes of communication campaigns doesn't mean it can't, or shouldn't, be done. Katie Delahaye's essential book shows us it's not rocket science.

 

Review: The Business of Influence

Philip Sheldrake's The Business of Influence is a useful contribution to the literature on PR, marketing and social media - but above all it adds to the literature on measurement and evaluation.

The account starts with two milestone texts from 1999: The Cluetrain Manifesto and Permission Marketing. So we know to expect a discussion of rapid change and blurring boundaries between marketing and PR.

The author covers some theory and definitions (drawing heavily on the work of James Grunig), but is equally keen to cite arguments on blogs and responses on Twitter.

There's original thinking too. The concept of influence flows is an extension to the more usual discussion of communications models. Influence, Shelrake notes, is different from popularity.

He's strong on measurement - and acknowledges that his book complements Katie Paine's Measure What Matters (see my review). Sheldrake's description of AVE reads like a sentence from Cluetrain:

AVE: "a specious sum based on false assumptions using an unfounded multiplier, only addressing a fraction of the PR domain."

So how can we measure influence? Sheldrake is broadly impressed with Klout's approach - except that it only works for Twitter and ignores email, blogs, Facebook and other social media engagement.

The point about complexity is well made when he contrasts the simplicity of media evaluation in 1991 with the challenge of media monitoring and evaluation in 2011:

"Where should I listen and how should I make sense of it, and what demands a response and what should I say and when should I say it, and to whom should I say it and where should I say it, and in which format should I say it? When you multiply these possibilities together it becomes immediately clear that you're trying to deal with massive complexity, at least relative to your colleague from 1991."

Influence measurement, he argues, is like weather forecasting. "Just because it's difficult, and because it turns out to me more accurate some times and entirely unpredictable at other times, doesn't mean that it does not have significant value."

Sheldrake's approach, developed from the Balanced Scorecard concept, is the Influence Scorecard. Here the author reaches towards valid metrics, or Key Performance Indicators (KPIs), that can be used to gauge influence. These cannot be generic, since 'KPIs should fit the strategy, not the other way around'.

The concept of influence is so much broader than the concept of social media. As Sheldrake writes, "I do wonder when the emphasis on 'social' this and 'digital' that might finally die."

It's clearly a problem for marketing, for advertising and for public relations. Sheldrake's solution comes in the form of a Chief Influence Officer, 'the incumbent... charged with making the art and science of influencing and being influenced a core organizational discipline... Ideally, the Chief Influence Officer will have a varied background covering marketing, PR, customer service, HR, product development and operations.'

The author, unsurprisingly, has just such a hybrid background (engineering, marketing, management, public relations). This explains his desire to categorise and enumerate - a useful corrective perhaps to most public relations literature, but an approach that makes for a jerky read.

He's written an interesting book (maybe even an important book), and I do sense agreement around the need to redesign and repurpose public relations. Influence, like engagement, could be a new paradigm.

Book review: Loose

Loose: The Future of Business is Letting Go
Martin Thomas, Headline Publishing Group 

Marketing consultant Martin Thomas was co-author of Crowd Surfing, one of my favourite books in 2008. When I saw the new book's contents page containing such chapters as 'Not a place for tidy minds' and 'The end of planning?' I knew I was in for a treat.

In follow up to Crowd Surfing and Clay Shirky's Here Comes Everybody (my top pick from 2008), this feels like a radical manifesto. It's certainly a challenge to the micro-managers, the planners and brand consultants whose traditional role has been to offer predictability and certainty.

We live in a complex, non-linear world - and the challenge is how to 'embrace the chaos and ambiguity of modern life'.

The author is keen to stress that this is not a web phenomenon. 'Something interesting is happening beyond the world of social media: public meetings are suddenly all the rage.'

It's a social phenomenon - and an understanding of behavioural economics is more useful than mastery of technology, Thomas argues. 'The simplistic view of man as a rational economic animal doesn't appear to fit the mood of the times.'

Simple prescriptions obviously won't do, though the author does offer some broad guiding principles for successful loose organisations (on page 168). He also gives many case studies to show where loose principles prevailed (ASDA, Pret a Manger, First Direct and Unilever among them).

He quotes Google's Shona Brown discussing loose management: 'The way to succeed in fast-paced, ambiguous situations is to avoid creating too much structure, but not to add too little either.'

Those singled out for criticism include business schools that have inculcated a rational approach to business. 'We are witnessing the unravelling of the most fundamental building blocks of the commercial world and a collapse of faith in tight, empirical rational models and ways of thinking.'

Thomas writes well of the millennial generation who 'take great pleasure in subverting any attempts by authority figures to silence them.' But I should say that I'm more likely to be criticised by my students for teaching in too 'loose' a way by those who want me to give them much more precise instructions ('just tell me what you want me to do').

The author is an articulate and well-read guide. Though it's a business book and not an academic text, he frequently makes me feel inadequate by his erudition.

While there's nothing I can disagree with the in the book's premise, it's not an original idea. I'm surprised the author makes no reference to open source, whose concepts have already been taken beyond software development into politics and marketing.

And a book that makes an even more compelling case for creativity and innovation in business is Charles Leadbeater's We Think (not cited here).

But it's an enjoyable and valuable read and the challenge for many will be to learn the lessons and put them into practice.

'The principles that appear to determine the success of any social media initiative are becoming well established: be responsive, be human, be transparent... Unfortunately, most institutions struggle to live by them.'

New thinking in public relations

Where do the best ideas appear? In textbooks, in business books, in academic journals, in conference papers, on blogs, in conversation, in white papers?

The answer, of course, is in all and any of these.

In the last week, my attention has been grabbed by:

• Philip Sheldrake's keynote address at the Euprera Spring Symposium
• Consultant Martin Thomas's new book, Loose (review to follow)
• Public Relations 2011: a free e-book of essays edited by Craig Pearce

Public Relations 2011 contains essays from well-known public relations educators, consultants and bloggers.

In this uneven but interesting collection, Australian public relations academic Jim Macnamara calls for the teaching of more theory - in an explicit plug for his forthcoming book Public Relations Theories, Practices, Critiques.

In apparent contradiction, Southampton Solent PR course leader Catherine Sweet explains how educators should use practice examples to engage students.

Her point is that we should go beyond textbook case studies and engage through storytelling.

"My teaching has made me realise the power of ‘story telling’ as being the best form of PR and communication there is. As humans, we are hardwired to listen and learn; it’s how we acquire language in the first place."

Macnamara and Sweet are both right; there is no contradiction. Public relations educators should not oversimplify, though they should engage. Practice illustrates theory, and theory (as Macnamara argues) informs practice:

"Because theories are established through collection of substantial empirical evidence, extensive experimentation, testing and rigorous analysis in many different situations over many years – even decades in many cases – they provide a vast knowledge resource available to practitioners. Being unaware of or ignoring the body of knowledge accumulated by others before us and in other markets and societies is short-sighted and even foolhardy."

Why I teach: it's the biggest communication challenge

Looking back on almost thirty years in the workplace, I think I can spot the twin peaks of my career.

Twenty years ago I was a public relations consultant with an outstanding list of clients in the fast-growing technology sector. Working life was hectic, and we were building and developing a great team of colleagues.

I'm now in full-time public relations education. Working life is hectic, but I'm helping develop some talented young people.

I've made one rather banal link between the two roles. Much better is this from Maister et al's The Trusted Advisor, a book about consultancy skills in business:

In many ways, advisory skills are similar to those of great teaching. A teacher's task is to help a student get from point A (what they know, understand, and believe now) to point B (an advanced state of deeper understanding and knowledge). It is poor teaching for the professor to stand at the front of the class and say "B is the right answer!" (As the old joke goes, a lecture is the fastest means known for getting ideas from the notes of the teacher into the notes of the student without passing through the minds of either.)

Maister et al 2000: 33

The one obvious difference between my two peaks is that the technology sector was fast-growing then, and has remained so ever since. Higher education has had a twenty year growth spurt in the UK (it was in 1992 that former polytechnics became universities), but the brakes are on right now.

We're still in business and our skills are still in demand, but it's a tougher world to enter now. That said, I'm always willing to talk to practitioners about the journey from PR practice to PR education, a journey that often starts when you give a guest lecture and discover it to be a very worthwhile communication challenge. Perhaps you too will come to find it the biggest communication challenge of your career.

Photograph from Apeiron Academy's photostream on Flickr

What's wrong with CSR?

Please note: this is not a principled attack on corporate social responsibility. Who would argue in favour of corporate irresponsibility? Certainly not Milton Friedman, whose famous attack on CSR remains a very potent one.

My objections come from two perspectives: the name is wrong, and the history is wrong.

Let's start with history.

CSR is often presented as a towering achievement of late twentieth century stakeholder capitalism, and therefore as a grown-up strategic justification for public relations.

This narrative fails adequately to respond to the fate of such cynical cheerleaders for CSR as Enron.

It also airbrushes out the pioneering achievements of nineteenth century capitalists such as Sir Titus Salt, whose Saltaire near Bradford, begun in the 1850s, is now a World Heritage Site. Or Bournville in Birmingham or New Earswick in York - housing developments by two Quaker chocolate manufacturers, Cadbury's and Rowntree's, for their factory workers.

Sure, there was something paternalistic about these Christian capitalists who encouraged improving activities (institutes, schools, church, chapel or meeting house) over perceived bad practices (public houses).

But the advocates of CSR do not deny the rights of donors to pick their causes for maximum and sustained social impact.

What's wrong with the name?

People have been moving away from 'social' responsibility because of the rise of the environmental agenda - preferring instead the broader 'corporate responsibility' to refect the triple-bottom-line of 'people, planet, profits'.

The Stockholm Accords have thrown out the whole idea and replaced it with one word - sustainability. The Accords allow for both interpretations of this word: sustainable organisational success within a sustainable environment.

Then there's the question of sustained legacies. Companies and organisations decline; people die; but a Peabody, a Rowntree or a Carnegie lives on through their legacies. Where are the great philanthropists from the twentieth century? Bill Gates and Warren Buffet head the list, but their achievements will belong to this present century.

Time for some perspective, please.

My books of the year

Here's my personal list of the five best books about - or of value for - public relations students and practitioners published in 2010. Notes and further discussion follow at the end.

1. Mediactive by Dan Gillmor (Lulu.com / Kindle / Online)

Had this book been published traditionally, it would have had a 2011 publication year. In the event, Dan Gillmor (author of We The Media) chose to self-publish as he wanted to make his ideas available more widely through a Creative Commons licence.

Since his topic is the pressing need for change in the media industries, this is an example of the medium being the message. Nor does he pretend this book is complete, as is usually expected from published works. He describes it as a work in progress - Mediactive 1.0 - supported by the updates and discussion at the mediactive.com website, where the full text is freely available.

Gillmor begins with a critique of traditional journalism and an analysis of the evolving media ecosystem and moves on to provide a manifesto for media literacy ('mediactivism') suitable for the new media age.

Though he barely mentions public relations, his thoughts apply to all media consumers and media content creators (ie to all of us) and core concepts such as trust and transparency are central to public relations practice.

Gillmor now teaches entrepreneurial journalism and educators like me will find his ideas applicable to their teaching (there's a chapter on 'Teaching and Learning Mediactivity').

UPDATE: I've reviewed Mediactive for Behind the Spin.

2. The 21st Century Media (R)evolution, Jim Macnamara (Peter Lang)

Macnamara's book is a scholarly counterpart to Gillmor's manifesto (the latter just gains top place in my list because it's written to appeal to a wider audience).

Those wanting to understand the major trends in the media, society and politics will value Macnamara's scholarship (I counted 45 closely-typed pages of references), though the author thought I was being ungracious in pointing out several minor errors in my review.

3. The Yahoo! Style Guide, Chris Barr et al, Macmillan

This book's subtitle is 'the ultimate sourcebook for writing, editing, and creating content for the digital world'. That's not quite right. Though it does all that's claimed of it, I have reached a belated realisation that we don't need a style guide for online content. We need a style guide for all of our writing - and this one could be it.

The lessons of good style are universal and any text telling Americans to prefer 'use' to 'utilize' clearly has wider value. The digital-only sections, such as the one on writing for search engine optimisation, can be viewed as adding value to the core lessons in clear writing and accurate editing.

The size and format of an old-style software manual, this book provides copious examples, is amazing value for money - and a surprising reminder of the continuing value of print.

4. PR: Strategy and Application, Timothy Coombs and Sherry Holladay (Wiley-Blackwell)

I'm an admirer of the same authors' previous work, an elegant essay defending public relations as a socially responsible activity, and was at first disappointed to find that their follow-up was a conventional textbook.

Yet it's an important and timely textbook that marks the point at which public relations scholars have finally broken free of the so-called Grunigian paradigm (symmetry and excellence). For this book unashamedly proclaims that 'public relations does seek to persuade people' (in his intellectually agile attempts to distance public relations from propaganda, Professor Grunig had suggested that persuasion was unethical).

The authors are alert to global perspetives, and are strong on corporate and strategic public relations, so this will become an established text for advanced students.

5. Globish, Robert McCrum, Penguin Viking

What has this book to do with public relations? Nothing directly, but everything indirectly. Language is an important component in communication and the book explains why English has become the world's language (and isn't likely to be displaced in this role by Mandarin Chinese).

English, McCrum argues on historical grounds, is the language of liberty. Though academics are rightly keen to explore different global perspectives on the practice, there's no denying the historical connection between Anglo-American political, business and media models, the English language, and the rise of public relations. So that's why I recommend this book to PR students and practitioners.

Notes

I had previously published my long list of ten books under consideration for this personal list. It's my list - and I make my own rules. But I'm broadly responding to those books with a 2010 publication date that I've read this year (I buy most with my own money). There's much selection and subjectivity in this - and even more in the final list published here.

I've dropped some useful textbooks from my final list, but also some popular business books. I had thought I favoured well-written business books over densely-referenced academic texts (my first and second places certainly suggest this), but this year I've been frustrated by the lack of context in some popular business books. That said, I remain disappointed by the cost and inaccessibility of some traditional academic publishing, and part of my bias in favour of Mediactive is its challenge to the status quo.

Looking ahead, here are some titles that I'm looking forward to reviewing for my 2011 list. I hope there will be many additions and surprises through the year.

• Katie Paine: Measure What Matters
• Nilanjana Bardhan: Public Relations in Global Cultural Contexts
• Ann Handley and CC Chapman: Content Rules
• Danny Moss and Barabara DeSanto: Public Relations - A Managerial Perspective

I welcome news and suggestions from authors, publishers and readers - and also hope to increase the number of book reviews published at Behind the Spin with the help of our newly-appointed books editor, Clare Siobhan Callery.