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대통령 PI(President Identity) 전략 정립을 위한 미국과 영국 국가최고지도자의 PI 전략 비교
신호창,김찬아 한국커뮤니케이션학회 1999 커뮤니케이션학연구 Vol.7 No.1
This study is designed to develop the systematic and scientific president identity strategies in Korea. President Identity(PI) is a key factor of determining the success or the failure of policy implementation initiated by the president. There are only a few studies related to president identity and no studies directly related to president identity in Korea. Thus, it is necessary starting the study from benchmarking the excellent president identity programs in the most developed countries. Authors have chosen the United States of America and the United Kingdom to see how their current leaders (Clinton and Blair) and former leaders (Reagan and Thatcher) have employed the president identity programs. It is found from the analysis of literatures that two developed countries have systematically executed the president identity programs. In America, public relations strategies have been created and implemented through regular conferences between White House officials and the president. In England, the cabinet meetings and public opinion research have been also regularly held for public relations programs. In America the policy makers appreciate how to communicate to the related publics prior to implementing a policy. In England, a policy and communication go together. Communication channels are diverse and messages are rhetorically emotional in America. For example, Reagan was called 'great communicator' due to his rhetorical uses. In England, the messages were relatively rational, focusing on the policies. That's why 'Thatcherism' and 'Blairism' were made and became popular. Two countries share good relationship between theirs leaders as a part of PI strategies such as between Reagan and Thatcher; and Clinton and Blair. This study recommends three points toward the president identity program for the Korean president: 1) constructing and operating an integrated communication team, 2) developing presidential rhetoric structure, and 3) consistently operating a crisis and issue management system.