The recently approved NATO Policy on Strategic Communication defines Strategic Communication as "the coordinated and appropriate use of NATO communications activities and capabilities – Public Diplomacy, Military Public Affairs, Information Operations and Psychological Operations, as appropriate – in support of Alliance policies, operations and activities, and in order to advance NATO's aims" (SG(2009)0794). "It is important to underline that Strategic Communication is first and foremost a process that supports and underpins all efforts to achieve the Alliance's objectives; an enabler that guides and informs our decisions, and not an organization in itself. It is for this reason that Strategic Communication considerations should be integrated into the earliest planning phases - communication activities being a consequence of that planning"
Open communication climates encourage employees through supporting them, through allowing them to participate in decision making, and, through trusting them, which assures the integrity of information channels. Ultimately, the openness of any communication climate depends upon the character of the participants. Openness often demands courage because the communicator operates with lowered or eliminated defensive barriers, even when standing up to verbal assault. Because open communicators have to articulate their positions in meetings, public arenas, and in print, they must be secure individuals, confident in their own positions, ability, and authority. Yet, while open communication climate may make formidable personal demands, such openness ultimately rewards both the individual and the organization in providing an environment where people thrive and enterprise flourishes.
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