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Convergences N. 15 #15 2020 Public communication in Europe | Communication publique en Europe FOCUS ON Venice plenary, December 2019 Meeting n° 100 of the Club of Venice The impact of social media Countering disinformation and fake news Communications academies Action Plan to promote cooperation between public communicators and the media sector Shaping professionalism in communication London 3rd StratCom Seminar, February 2020 Digital challenges and transformation Rapid response platforms Behavioural science Running effective campaigns Crisis Communication: Covid-19 pandemic CLUB OF VENICE WEBINAR, June 2020: lessons learned Coronavirus impact: the polarisation of migration narratives Diplomacy in the digital age Media development and media and information literacy Digital deliberation in the spotlight Club of Venice | Club de Venise Summary Plan fixe sur un monde qui change Par Philippe Caroyez et Vincenzo Le Voci ....................................................................................3 Freeze-frame on a changing world By Philippe Caroyez and Vincenzo Le Voci ...................................................................................7 ECHOES OF THE RECENT CLUB MEETINGS Outcome of proceedings of the plenary meeting ................................................................................................................12 Annexes ...........................................................................................................................................................................................................18 Quick Scan Strategic Communications Brief report for the participants of the Club of Venice 2019 Based on the Berenschot stratcom model By Robert Wester ...................................................................................................19 Club of Venice - plenary meeting ”Le sfide di Venezia e per Venezia” Di Guido Moltedo ...........................................22 Club of Venice - plenary meeting “The challenges of Venice and for Venice” By Guido Moltedo .........................24 MEETINGS ORGANISED BY CLUB PARTNERS OTHER RELEVANT CONFERENCES ON COMMUNICATION Outcome of the 3rd StratCom Seminar .......................................................................................................................................26 Trust: the truth and public perception? By Ben Page ..................................................................................................................30 COMMUNICATION CHALLENGES AND OUTREACH ACTIVITIES The COVID-19 pandemic is dramatically increasing the polarization of migration narratives. We can act before it distorts migration policy making By Marco Ricorda ...........................................................................................36 Telephone helpline during COVID-19 epidemic in Slovenia By Kevin Pelicon, Ivana Krajnc and Klemen Petek ...................42 The role of communications in sustainability & rebuilding brands during and after the corona crisis is paramount By Stavros Papagianneas ...................................................................................................44 Countering Disinformation Trends By Vincenzo Le Voci ..................................................................................................................46 Lithuanian diplomacy in the digital age: closing the foreign policy gap By Corneliu Bjola and Rytis Paulauskas ...54 European leaders gather in our virtual Situation Room Creating resilience and recovery readiness among decision-makers from the public, private and civic sectors By Verena Ringler and Nadja El Fertasi ............56 Open Climate Policy Lab or how to communicate youth voices, concerns and ideas about climate change in policy and decision-making By Tamara Puhovski .......................................................................58 Communicating the Future of Europe - what is at stake? By Stavros Papagianneas .......................................................60 Combining Media Development and Media and Information literacy (MIL) in the Western Balkans By Klaus Dahmann ..................................................................................................................................................................................................64 Press Freedom and Europe: Wolves, vultures, trolls… plus knights and journalists By Christophe Leclercq ...66 Open Letter - Health, trust and journalism: a Coronavirus Plan for the Media By Christophe Leclercq ...............68 Lettre ouverte à M. Charles Michel, Président du Conseil européen Par Virgilio Dastoli .............................................71 Riscoprire valori e garantire buona informazione e comunicazione Di Virgilio Dastoli ............................................73 Rediscovering values and ensuring good information and communication By Virgilio Dastoli .........................74 Les défis de l’Union européenne et de ses états membres Par Michael Malherbe ..........................................................75 Agenda-framing du « moment Hamiltonien » de l’Union européenne ........................................................75 Comment développer l’adhésion et la participation des citoyens au projet européen ? .................76 Euroscepticisme et ambivalence de l’opinion publique française vis-à-vis de l’Europe....................77 Stratégie de communication post-Covid : l’UE nouveau soft superpower ? ..............................................78 Quel futur pour l’engagement citoyen avec l’Europe ? ............................................................................................79 Creating online spaces for deliberation — what we’re thinking By Mel Stevens, Anthony Zacharzewski and Kyle Redman .........................................................................................................................................82 Climate change: How to engage citizens in a just transformation process By Nadja Nickel and Aleksandar Brezar ....................................................................................................................................................................84 NEXT MEETINGS OF THE CLUB Plenary Meeting ..........................................................................................................................................................................................87 Club of Venice webinar Crisis communication Managing communication on the covid-19 Challenges, analysis and lessons learned .................................................................................................................................89 The Case Study of Greece The Greek Crisis Management Communication Model By Konstantinos Alexandris .91 Calendar of Club meetings ..................................................................................................................................................................94 Les textes n’engagent que la responsabilité de leurs auteurs. The textes are the sole responsibility of their authors. Ils peuvent être reproduits avec mention des sources. They may be reproduced provided that the source is acknowledged. Plan fixe sur un monde qui change … Par Philippe Caroyez et Vincenzo Le Voci « (…) ce sont nos gueux le solide, et nos monarques, Les « règles élémentaires » de la communication de crise font nos héros qui se gonflent, ne sont que l’ombre des gueux … » consensus. Tout doit être en place par anticipation, avant que la crise ne se produise : les équipes, les plans, les méthodes, la 1 William Shakespeare. Hamlet, acte II, scène II. coopération et les partenariats, les réseaux… C’est quand la crise peut apparaitre ou survient, qu’il faut être prêt et s’adapter à sa Milan Kundera, qu’il faudrait absolument lire (ou relire) à l’aune spécificité et aux différentes contingences. de nos préoccupations professionnelles (il a tant et si bien écrit sur la communication, la propagande, le journalisme, l’image… Il faudrait évidemment que le politique fasse preuve de la et sur la vérité ou même la lenteur) disait qu’on se trouve même anticipation, ce qui n’est toutefois pas acquis dans la toujours ridicule sur une photographie, alors que le temps n’y a mesure où cela suppose des décisions et des investissements pas forcément déjà fait son œuvre. Et de considérer qu’il n’y fait dont la nécessité n’est pas immédiate et qui, de plus, peuvent pas tout à cet égard et que sûrement une part de ridicule devait se heurter aux coupes budgétaires à courts termes. La crise habiter la situation, nous invitant à toujours essayer de la saisir sanitaire de la covid-19 n’a fait que multiplier les exemples en 1 là où elle naît ! la matière : désinvestissements dans les soins de santé, ses personnels et les hôpitaux publics, sous-équipement suite à des Le confinement est propice au rangement et, donc, à restructurations, déséquilibres régionaux, absence de stocks de l’exhumation de documents anciens et oubliés. Ainsi émerge nature stratégique (masques, vêtements de protection…)… et les le premier numéro du premier « magazine du fonctionnaire » conséquences dommageables que nous avons vues et subies. (d’un pays-membre), daté de mai 2008, qui contient un article titré « [Le pays] prépare l’impensable », (nous en étions à la Il en est sûrement de même pour tout retard, hésitation, grippe aviaire H5N1, très faiblement transmissible à l’humain) incohérence, contradiction, polémique… même si l’exceptionnel dans lequel on nous dit tout de ce qui se fait et de ce
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