Mission, Goals, and Strategies
mission is to help policymakers, our Affiliates, and the public address changes
in communications and information resources. Since 1973 we have worked with
stakeholders to clarify what is at stake, how, for whom, and how to deal with
- Substantively, we watch
how the major blocks in the information and communications world are evolving
and affecting one another as well as their effect on society as a whole: "the
big picture." We work at the level of strategy and policy. We focus on conflict,
controversy, and change. Our work is organized around issues, players, stakes,
forces, trends, arenas of conflict, the rules of those arenas, and
how those rules are changing.
- Procedurally, we aspire
to create knowledge that is both impartial
and competent. We make that
knowledge available to decisionmakers in whatever format and timing are congenial
to them. We do not aim to provide the latest "news flash" but, instead, the
context into which that news flash fits.
work principally with affiliating organizations which are the players that make
things happen. They often conflict and compete. We call them Affiliates.
- Provide us with diversified
financial support. We are under no financial pressure to support any "party
line." Being bought by everyone, we are bought by no one. The result: We are
in nobody’s pocket and have statistical stability.
- Provide us with insights
into what is happening in their realms. They review our working drafts and
talk to us. The result: We know what’s going on.
- Incorporate us into
their thinking and planning. The result: Their decisions are better informed.
complete about a dozen publications a year. We work and think with research
affiliates, whose writing is published in-house. Our publications
are available to Affiliates and the public. In
order to work closely with stakeholders that compete, we forego certain aspirations.
We offer description and analysis—but not solutions. Specifically, we
- Take sides or endorse
products, strategies, mergers, or legislation,
- Predict the future—except
when that prediction is very easy to defend, or
- Offer "confidential"
or "inside" information.
- Decisions made with
more information and better reasoning are, on balance, likely to be better
- The world of information
and communications is changing fast, permeated with confusing technology,
laced with self-serving information and disinformation, and highly politicized.
It is hard to tell what is really going on.
- The stakes are high,
both for the players and for society.
- To make a good decision,
you need two kinds of information:
- What's going
on out there?
- What's going
on in here?
- The only people who
know what's going on in their segment are the people doing it, but...
- From inside a stakeholder
organization, people can't see the whole picture. And...
- They can't understand
even their piece of the information and communications world except in the
context of all the other pieces. Hence,
outside a stakeholder organization, such as ourselves, cannot know "what's
going on in here." Therefore, it makes no sense for us to make proxy decisions.
Our role is to help decisionmakers with information and analysis, "idea
bounce," and "sanity check."
PIRP Homepage | About
the Program | In a Nutshell | Mission,
Goals, Strategies, Assumptions | Affiliation
| Competence | Confidentiality
| Time Frame | Fields
We Till | Audiences | Fact-Finding
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