IPR is featuring some of the many female pioneers who have had an impact on the field of public relations in celebration of Women’s History Month.Born in South Carolina in 1875, Mary McLeod Bethune grew up post-Civil War with parents who were formerly enslaved. She went to school at Dwight Moody’s Institute for Home and Foreign Missions in Chicago, then became a teacher in South Carolina.She opened the Daytona Beach Literary and Industrial School for Training Negro Girls, which was a boarding school in 1904. In the span of two years, the school grew from five students to over 250. The school eventually merged with the Cookman Institute of Jacksonville, Florida in 1923 and became Bethune-Cookman College.Bethune was a leader for gender and racial equality, and as such started and was heavily involved in other organizations. She noticed the health disparities Black people faced in Daytona Beach, so she opened the Mary McLeod Hospital and Training School for Nurses. She became the founding president of the National Council of Negro Women.As the leader Bethune was, she was appointed by President Franklin D. Roosevelt to the National Youth Administration in 1936, the only female member of Roosevelt’s influential “Black Cabinet.” In 1939 she became the Director of Negro Affairs, which oversaw the training of tens of thousands of black youth. She worked closely with Eleanor Roosevelt to bring pilot training programs to historically Black colleges and universities, which led to the first Black pilots to enter the industry.In 1940, she became vice president of the National Association for the Advancement of Colored Persons (NAACP). She was part of the advisory board that created the Women’s Army Corps. In her long list of accomplishments, she also served on President Harry Truman’s Committee of Twelve for National Defense.Bethune died in 1955 and is buried on the campus of the school she opened. Her life was honored with the creation of a statue in Washington D.C. in 1974.In 2022, Bethune became the first African-American to be represented at the National Statuary Hall Collection at the U.S. Capitol.ReferencesMary McLeod BethuneNational Women’s History MuseumDr. Mary McLeod BethuneBethune-Cookman UniversityMary McLeod BethuneNational Park Service ...

Many Americans with serious illness receive health care that is mismatched with their goals and priorities. This gap between an individual’s priorities and the medical treatment they receive, stands at the center of a network of problems with far-reaching consequences that involve the patient, the patient’s family and caregivers, health care providers, health care systems, and national spending on health care.For many people, serious illness and dying may seem to be an intrinsically and unavoidably terrible and terrifying experience. However, for patients with serious illness, in many cases the process of illness and death is one that they expect, can accept, and are willing to prepare and discuss in depth. Patients often experience the most suffering and anguish because their preferences for care are never elicited, documented, or honored; their families and caregivers struggle with decisions that leave them with regret and post-traumatic distress; clinicians experience moral distress and burnout; and healthcare systems face increasing utilization with suboptimal outcomes. Nationally, this results in health care expenses in the United States that surpass every other country in the world as a proportion of gross national product (GDP), even as our nation lags in quality measures.Clinicians and patients are not having enough serious illness conversations.To improve medical care to make it more concordant with patient goals requires multiple interventions. A key component is the ability of physicians, nurses, and other clinicians to communicate effectively about values and goals, and then to translate those values into clinical care plans.Patients want to be heard, feel cared for, and share with their clinicians what is most important when faced with serious illness. Healthcare professionals agree: 99 percent of clinicians studied nationally say they should be having serious illness conversations with patients (Fulmer et al., 2018). However, only 14 percent of clinicians have these conversations and 46 percent of clinicians reported they were uncertain of what to say (Fulmer et al., 2018).Most practicing clinicians have never received effective communication training, and as a result, data shows that clinicians often fail to elicit values from patients, miss empathic cues that are critical for establishing patient trust, and are unable to connect patient values to a medical action plan. Inadequate clinician communication skills impact not only patients from intake to discharge but the entire health ecosystem.Many clinicians do not receive adequate training in serious illness conversations.Reasons clinicians cite for this “conversation gap” include lack of time, worry about provoking emotions, fear of prognostication, uncertainty about what to say, and lack of formal training. In fact, only 29 percent of clinicians reported having formal training conducting these conversations (Fulmer et al., 2018).Communication skills training improves clinicians’ likelihood and ability to have serious illness conversations.Serious illness conversations improve goal-concordance, care experience, and patient quality of life and outcomes. When goals of care and advanced care planning conversations happen, studies report higher patient-rated quality of life, longer survival, fewer depressive symptoms, and improved spiritual wellbeing (Temel et al., 2010; Bakitas, Lyons & Hegel, 2009; Rogers et al., 2017). Serious illness communication interventions positively impact health care systems as well, including shorter lengths of stay, lower rates of 30-day readmissions, reduced acute care utilization, and earlier hospice enrollment (Norton et al., 2017; Temel et al., 2010; Sharma, Freeman, Zhang & Goodwin, 2009). Communication training has a positive effect on clinician burnout as well. 60 percent of physicians who report having specific training in end-of-life discussions say they rarely feel unsure about what to say when having conversations about end-of-life care and 46 percent of physicians are more likely (than those who have not) to find those conversations rewarding (Fulmer et al., 2018).Effective, empathic and honest conversations between a clinician, patient and their family are the cornerstones of patient-centered care. Just as performing surgery is a learned skill, the same is true for communicating with patients and their families experiencing serious illness. Communication skills training programs can and do bridge the costly gaps between patients, their families, and their healthcare teams. With better communication there is a future in which every seriously ill patient will be surrounded by clinicians who can speak about what matters most and match care to values.References1.     Fulmer T, Escobedo M, Berman A, Koren MJ, Hernández S, Hult A. Physicians’ Views on Advance Care Planning and End-of-Life Care Conversations. J Am Geriatr Soc. 2018;66(6):1201-1205. https://doi.org/10.1111/jgs.153742.     Temel JS, Greer JA, Muzikansky A, et al. Early palliative care for patients with metastatic nonsmall-cell lung cancer. The New England Journal of Medicine. 2010;363:733-742. https://doi.org/10.1056/NEJMoa10006783.     Bakitas M, Lyons KD, Hegel MT, et al. Effects of a Palliative Care Intervention on Clinical Outcomes in Patients With Advanced Cancer: The Project ENABLE II Randomized Controlled Trial. JAMA. 2009;302(7):741–749. https://doi.org/10.1001/jama.2009.11984.     Rogers JG, Patel CB, Mentz RJ, et al. Palliative Care in Heart Failure: The PAL-HF Randomized, Controlled Clinical Trial. J Am Coll Cardiol. 2017;70(3):331-341. https://doi.org/10.1016/j.jacc.2017.05.0305.     Norton SA, Hogan LA, Holloway RG, Temkin-Greener H, Buckley MJ, Quill TE. Proactive palliative care in the medical intensive care unit: effects on length of stay for selected high-risk patients. Critical Care Medicine. 2007;35:1530-5. https://doi.org/10.1097/01.CCM.0000266533.06543.0C6.     Temel JS, Greer JA, Muzikansky A, et al. Early palliative care for patients with metastatic nonsmall-cell lung cancer. The New England Journal of Medicine. 2010;363:733-42. https://doi.org/10.1056/NEJMoa10006787.     Sharma G, Freeman J, Zhang D, Goodwin JS. Continuity of care and intensive care unit use at the end of life. JAMA. 2009;169:81-6. https://doi.org/10.1001/archinternmed.2008.514For more research regarding the effects of communication skills training in healthcare, please visit: https://www.vitaltalk.org/evidence/ Tessie October, M.D., M.P.H., is a board-certified physician in pediatrics, pediatric critical care and palliative and hospice medicine. She blends expertise from these three areas to transform the communication healthcare experience for patients with serious illness and their families. Dr. October currently serves as a board member for VitalTalk. ...

IPR is featuring some of the many female pioneers who have had an impact on the field of public relations in celebration of Women’s History Month.Zelda Popkin, an early 20th century female public relations pioneer, was as unconventional as she was gifted. Her contributions to public relations were, until recently, eclipsed by her “second” career as an author.Popkin began her public relations career in New York’s non-profit world in 1918. In 1919, and newly wed, Zelda and Louis Popkin, opened Planned Publicity Service. This was prior to other notable women’s entry into the profession. Her many overlapping roles—journalist, ghostwriter, women’s justice advocate, opponent of fascism, proponent of international refugees’ rights, political campaign manager, and publicist for many causes—gave her access to an array of prestigious contacts and opportunities to expand her knowledge and skill base. In each role, she invested her PR savvy and experience, gleaned from years of reporting, media relations, and non-profit work.When Louis passed in 1943, and Popkin’s truly equal partnership ended, this remarkable woman’s “second act” began. In her writing and her life, Zelda Popkin was ahead of her times. She refused to let herself be pigeonholed as a woman and encouraged other women to fully explore new horizons, professionally and personally.Resources:Popkin, J. D. (2023).  Zelda Popkin: The life and times of an American Jewish woman writer. Lanham, MD: Rowman and Littlefield Publishers.Popkin, Z. (1956). Open every door. New York: E. P. Dutton. A Woman Of Substance From Age 16, Zelda Feinberg Popkin Was A Role Model For Women (Times Leader)  ...

ChatGPT has created awe and concern in the communication industry since its introduction in November 2022.  Part of the professional worry is that generative artificial intelligence (AI), such as ChatGPT, can lead to a diminishment of human writing, an automation of content, and, perhaps most concerning, an elimination of professionals.  The awe of this new reality is that applications such as ChatGPT are smart….well, smart enough to cause a real impact on the PR profession. Jobs may be eliminated or modified permanently to embrace this new technological reality.Despite the operational and philosophical implications of generative AI, the issues surrounding this new technology present some real questions, particularly legal questions.  This blog addresses three major areas PR practitioners need to be aware of in using generative AI:  privacy, intellectual property, and bias. From this analysis, this article attempts to anticipate the evolving future of non-human content production in the always-prescient field of public relations.Does AI create privacy risks? Yes, especially when users disclose proprietary information.Generative AI applications like ChatGPT utilize user inquiries to help with crafting content.  There is a growing concern over the privacy of users who are providing large quantities of data to facilitate a better user experience.  This has implications for the user and the user’s employer.  There is a potential for a user to disclose proprietary information to a generative AI application, which could include intellectually protected information, such as trade secrets.  Because generative AI can review content as well as create it, there is the opportunity for professionals to input large amounts of proprietary content that get saved into the AI application.  As such, client confidence may be breached and proprietary content may suddenly be available to the public, free of charge.What are the IP issues of AI-generated content?  Potentially…a lot.Content generated by generative AI is culled from innumerable sources that are input into the AI system.  That poses two scenarios of potential infringement.  The first is an unintentional infringement of other owner’s content that is used to generate the new AI-produced text.  The second is infringement created by separate duplicative requests to the language generation model.  This issue is compounded with other generative AI applications that can produce artistic content and images.  While lack of intent may mitigate damages in a copyright claim, it does not absolve the infringer from legal responsibility. Because of that, unintentional infringement may proliferate in industries that widely use AI for content creation.A more complex issue concerns the copyright protection afforded to AI.  Because AI-produced content is not human-generated, it arguably does not have protection under U.S. copyright law.  For copyright in the U.S., there are two basic requirements 1) originality of the work and 2) fixation in a tangible medium.  Because AI produces the work without human input, the basic requirement of copyright is absent making AI content either unprotected public domain work or a derivative work of protected copyrighted content.  This is complicated by the issue of citation, or lack of citations, in AI-generated content.  While proper citation is an issue in the arena of plagiarism, the lack of citations can actually create scenarios where otherwise conscientious practitioners unwittingly engage in copyright infringement.The U.S. Copyright Office (USCO) is reluctant to award copyright protection to AI-generated content.  However, there is the potential for AI-created content to receive copyright protection if the level of human input reaches a certain threshold.  That issue is a matter for the USCO and the courts to continue to examine over the coming years, and its answer may lie in a case-by-case analysis.  What is certain is the USCO has made great strides in 2022 toward streamlining the copyright claims process with the Copyright Claims Board, a voluntary board that hears copyright infringement claims that are less than $30,000.  2023 promises to be a year where the USCO may develop more specific approaches to AI-generated content and the threshold of human productivity that results in legal protection.Can AI be biased?  In short, yes, but it depends on how you use it.The algorithm that ChatGPT uses is based on a massive quantity of data input into the system.  Ultimately the content that is input into the system is subject to the potential biases of those who are inputting the data.  The Equal Employment Opportunity Commission (EEOC) has concerns about bias in employment practices generated by AI releasing an agency-wide initiative promoting “algorithmic fairness” in 2021.  In January 2023, the EEOC held a panel presentation on AI and discrimination calling the use of AI and automated systems a “new civil rights frontier.”  Outside of employment bias, there is also the concern of what bias can occur unintentionally in content.  Those using tools like ChatGPT should verify and proofread content carefully to ensure that the material is congruent with ethical and legal regulations with regard to discrimination and diversity, equity, and inclusion (DEI) initiatives.How will legal AI issues affect PR practice?  It depends on the courts and PR practitioners.As AI continues to evolve and the use of generative AI continues, there are more novel legal questions that may arise.  For instance, if AI creates two identical texts, can one user sue the other for copyright infringement?  Could AI-produced content contain defamatory statements, and, if so, who would be held legally responsible, the AI or the individual who utilized it?  Right now the answers to those questions are murky at best, and are the types of questions courts may be grappling with for the next few years.For public relations practitioners, generative AI applications provide a lot of promise because they can improve communication content and serve as a personal editor, proofreader, and sounding board.  However, these applications present novel challenges not seen before in the communication and legal sphere.  Because of the uniqueness of this new technology, PR practitioners should be more deliberate and reflective in their use of AI.  There are so many potential pitfalls that are unintentional, particularly around IP infringement, that PR practitioners need to make informed decisions rooted in verifying content ownership and accuracy.  Because this is an evolving legal landscape for AI, practitioners should also be more vigilant in keeping up with legal trends in this quickly evolving field.One thing that is fairly certain in the uncertain world AI creates is that generative AI is here to stay.  Just try logging on to ChatGPT and you may get a notice to come back later because it’s at capacity.  Technological innovation doesn’t go backward, and public relations practice has already acknowledged that ChatGPT and other AI programs like it can be transformative to the industry.  Cayce Myers, Ph.D., LL.M., J.D., APR is the Legal Research Editor for the Institute for Public Relations.  He is the Director of Graduate Studies and Associate Professor at the Virginia Tech School of Communication. ...

Scoop explored how companies are approaching and implementing flexible work.A survey of over 4,000 companies was conducted Oct. 2022 – Jan. 2023.Key findings include:1.) 51% of U.S. companies said they offer work location flexibility.— Nearly 1-in-3 companies said they were fully flexible, allowing employees the freedom to choose whether and when to work from the office.2.) Nearly 80% of Technology companies identified as fully flexible, the highest of any industry surveyed.— Professional Services, Media & Entertainment, Financial Services, and Insurance round out the top five most flexible industries.3.) The most popular combination of required in-office days was Tuesday through Thursday.4.) Companies under 500 employees were more than twice as likely to be fully flexible compared to companies with more than 1,000 employees.Find the original report here. ...

Stagwell examined how Americans feel when companies speak out on social issues.A survey was conducted Feb. 10-12, 2023.Key findings include:1.) 38% of Americans said they thought that American companies are speaking out too much on social issues (up 6 points from July 2022).— 37% of respondents said companies are speaking out the right amount (down 3 points from July 2022), while 25% said they aren’t speaking out enough (down 3 points).2.) 68% of Americans said they think that when companies voice their opinion on a social issue it’s a marketing ploy (up 12 points from July 2022).— When companies are speaking out on social issues, 71% of Americans agree that a company’s history on social issues is important.3.) 59% of Americans said that there is generally more risk to a CEO speaking out on social issues (up 5 points from April 2022) than reward (41%).— Democrats (55%) are more likely to believe there is more reward in a CEO speaking out than Republicans (33%).Find the original report here. ...

Over the past 50 years enterprise risk management (ERM) has become increasingly important for leaders (McShane, 2018). Organizational leaders and their boards realized the need for risk communication, a public relations specialty, to support this work (Reckelhoff-Dangel & Peterson, 2007). Recent examples that support this call-to-action include the COVID-19 pandemic, social justice movements, national security issues, geopolitical events, international financial systems collapse, legal issues, and cybersecurity breaches. In leading organizations, crisis and risk communication professionals work hand-in-hand. A successful ERM practice helps prevent crises from occurring. On the other hand, if the risk becomes a reality, crisis communicators are there to help raise awareness about what happened, why, and what the organization will do to correct it. Like effective crisis communication, risk communication should be as transparent as possible and infused with empathy (Xie et al., 2021). ERM communicators and leaders can apply the following framework across sectors. Risk Typology Before exploring this framework, risk typology must be discussed. One must prepare for all challenges – no matter how conceivably improbable. If it can happen, it will, and the organization needs to be able to communicate about it. Here are the types of risk to monitor for:Competition/Sector Risk states that competitors and an organization’s respective sector constantly evolve, creating inherent possibility for peril.Legal/Regulatory Risk recognizes that changes in laws and regulatory compliance can impact one’s organization.Organizationally-Owned Risk comprises issues the organization may face from its own operations, management and leadership that include upset stakeholders; fraud, financial mismanagement and impropriety; cybersecurity breaches; reputational damage; and poor product/service delivery and quality.Social Responsibility Risk includes emergent social movements and changes that impact society and how the organization responds.Enterprise Risk Management Communication Framework Effective risk management requires risk identification, risk analysis, risk response, and risk monitoring. This framework allows organizations to plan accordingly for risk and know how to respond to it. It is important to note that risk management differs from issues management in that risk management involves what could occur and how to prevent it, whereas issues management requires a response to stop an issue before it festers into a crisis (Compton, Wigley & Samoilenko, 2021).  Risk Identification requires spotting risks that could affect one’s organization. Methods to do so include situation and SWOT analyses, environmental scanning, and competition/sector comparison (Schober, 2016). The ERM team, comprising stakeholders from throughout the organization, conducts this process. This teamwork helps to ensure that there are no blind spots with risks falling between organizational silos (Fra. Paleo, 2015). During risk identification the team should appoint a “Devil’s Advocate” to speak to why something could be a risk if others on the team do not think it could be. Remember – anything goes. Risk Analysis and Impact requires the ERM team to chart how likely a risk is to occur. Part of this process requires working with stakeholders to gain insights regarding how they perceive the risk (Hoover et al., 2021). The risk communicator can conduct this primary research through quantitative research, such as surveys and questionnaires, and qualitative research including focus groups and interviews. The team assigns scores to each perceived risk – the highest score indicates the risk most likely to occur. After the ERM team scores the perceived risk, they assess the organizational impact (Soltanizadeh et al., 2016).  Risk Response involves how the organization will act on a risk once it becomes reality (Lee, Meyer and Bradlow, 2009). Again, understanding how stakeholders want an organization to respond is essential. The risk communication professional crafts internal and external messages to disseminate to stakeholders regarding what occurred and how the organization will respond to the risk. Often, the crisis communication team will help formulate and coordinate risk response. Risk Monitoring requires watching potential risks and gauging how these perceived threats change (Hopkin, 2013). These shifts require ongoing evaluation to the risks’ scores and how to respond to them. Enterprise Risk Management Team Development is essential to help ensure that the organization is ready to address risk and communicate to stakeholders regarding it. Leading practice is to convene the team monthly to assess risk and modify their portfolio after evaluation. The ERM team also should act as part of twice-a-year crisis communication and emergency preparedness training led by an external facilitator. ERM, emergency preparedness and crisis communication plans should fold seamlessly into one another with team members’ duties explicitly assigned. The facilitator conducts a debriefing after the meeting to determine what went well and what improvements the organization can make. Conclusion At the end of the day, ERM communication should advance organizational outcomes (Nair et al., 2015). One should not conduct risk communication simply for communication’s sake. An added benefit is that this practice allows communication professionals to sit at the policy and decision-making table, boosting their importance within the organization.    References Compton, Josh, Shelley Wigley, and Sergei A. Samoilenko. “Inoculation Theory and Public Relations.” Public relations review 47.5 (2021): 102116–. Web. Fra.Paleo, Urbano. Risk Governance The Articulation of Hazard, Politics and Ecology. Ed. Urbano. Fra.Paleo. 1st ed. 2015. Dordrecht: Springer Netherlands, 2015. Web. Hoover, Anna G. et al. “Balancing Incomplete COVID-19 Evidence and Local Priorities: Risk Communication and Stakeholder Engagement Strategies for School Re-Opening.” Reviews on environmental health 36.1 (2021): 27–37. Web. Hopkin, Paul. Risk Management. 1st edition. Philadelphia, PA: Kogan Page Ltd, 2013. Print. Lee, Ka Lok, Robert J Meyer, and Eric T Bradlow. “Analyzing Risk Response Dynamics on the Web: The Case of Hurricane Katrina.” Risk analysis 29.12 (2009): 1779–1792. Web. McShane, Michael. “Enterprise Risk Management: History and a Design Science Proposal.” The journal of risk finance19.2 (2018): 137–153. Web. Nair, Anil et al. “Enterprise Risk Management as a Dynamic Capability: A Test of Its Effectiveness During a Crisis.” Managerial and decision economics 35.8 (2014): 555–566. Web. Reckelhoff-Dangel, Christine, and Dan Petersen. Risk Communication in Action : the Risk Communication Workbook. Cincinnati, OH: United States Environmental Protection Agency, Office of Research and Development, National Risk Management Research Laboratory, 2007. Print. Schober, Madrean. “Role and Practice Development.” Introduction to Advanced Nursing Practice. Cham: Springer International Publishing, 2016. 95–109. Web. Soltanizadeh, Sara et al. “Business Strategy, Enterprise Risk Management and Organizational Performance.” Management research review 39.9 (2016): 1016–1033. Web. Xie, Chaowu et al. “The Effects of Risk Message Frames on Post-Pandemic Travel Intentions: The Moderation of Empathy and Perceived Waiting Time.” Current issues in tourism 24.23 (2021): 3387–3406. Web. Matt Charles, DPA, APR, teaches Crisis Communications for the Georgetown University School of Continuing Studies Master’s in Public Relations and Corporate Communications program and is President & Founder of Matt Charles Public Relations+Strategy and a Fulbright. Matt previously served as deputy spokesperson for the University of Virginia and director of media relations for the UVA Darden School of Business. Connect with Matt on LinkedIn: https://www.linkedin.com/in/matt-charles-dpa-apr-6563571/. ...

This summary is provided by the IPR Organizational Communication Research Center based on the original study.Drs. April Yue and Patrick Thelen conducted a study to investigate how perceived verbal aggression from supervisors and coworkers in the workplace affects employees’ perceptions of two types of conflicts – workgroup relationship conflict and work-life conflict – as well as their overall relationship with the organization. Workgroup relationship conflict is characterized by animosity, interpersonal emotional tension, annoyance, and dislike among group members. Work-life conflict, on the other hand, occurs when work responsibilities interfere with non-work activities. By exploring the impact of verbal aggression on these outcomes, the researchers aimed to deepen our understanding of this relationship and assess the prevalence and consequences of perceived aggression in the workplace.To explore these dynamics, the researchers conducted an online survey of 392 full-time employees in the U.S. in September 2021.            Key Findings                                                           — While media attention has often focused on extreme cases of organizational aggression, such as physical assaults and workplace homicide, it is important to note that the majority of instances of workplace aggression are actually verbal in nature.— Verbal aggressiveness demonstrated by supervisors and coworkers can lead to relationship conflict within the workgroup. This, in turn, can exacerbate employee perceptions of work-life conflict.— Workgroup relationship conflict weakens employees’ overall relationship quality with their organizations.        — When employees experience greater work-life conflict, they are more likely to perceive that they are not being treated well by the organization. This can result in a reciprocation effect, where employees respond with a lower commitment, trust, and satisfaction with their organization.Implications for PracticeIt is crucial for employers to recognize that inhibiting workplace verbal aggression is just as important as fostering positive internal communication. Verbal aggressiveness should be addressed and minimized to prevent long-term negative consequences. Moreover, internal public relations practitioners should actively monitor the level of intragroup relationship conflict and assess employees’ work-life conflict, as both factors are important predictors of employee-organization relationship quality.Click here to better understand the negative impact of workplace verbal aggressiveness.Yue, C. A., & Thelen, P. D. (2023). Words matter: The impact of workplace verbal aggressiveness on workgroup relationship conflict, work-life conflict, and employee-organization relationships. Public Relations Review, 49(1), 102292.  ...

This summary is provided by IPR based on the original study by the International Monetary FundThe International Monetary Fund (IMF) examined characteristics and beliefs associated with climate risk perceptions and preferences for climate policies.An online survey was conducted between July 5 – Aug. 11, 2022.Key findings include:— The share of people who think that climate change will affect their lives tends to be higher in emerging market economies, many of which are more vulnerable to climate change.— Up to 50% of respondents in some countries had neutral or no opinions about the need for policy action— 60% of respondents in Colombia, Mexico, and the Philippines perceive the personal effects of climate change to be imminent.— This is compared to 20% in The Netherlands and Norway.Read more on the public perception of climate mitigation policies ...

PwC examined how CEOs feel about the future of business in the 26th Annual Global CEO Survey.A survey of 4,410 CEOs in 105 countries and territories was conducted from October – November of 2022. A series of in-depth interviews with CEOs were also conducted.Key findings include:1.) Nearly 40% of CEOs across all industries said they think their company will no longer be economically viable a decade from now if it continues on its current path.2.) CEOs said the top challenges to profitability in their industry are changing customer demands/preferences (56%), changes in regulations (53%), and labor skills/shortages (52%).3.) CEOs said they expect a moderate, large, or very large impact on their cost profiles (50%) and their supply chains (42%) from climate change in the next 12 months.— CEOs in China feel particularly exposed, with 65% seeing the potential for impact in their cost profiles, 71% in supply chains, and 56% in physical assets.4.) 53% of CEOs said they feel “very confident” or “extremely confident” in their company’s prospects for revenue growth in the next three years, an 11 percentage point drop from the previous year.Find the original report here. ...