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The Harvard International Journal of Press/Politics
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Policy Agenda Setting and Risk Communication

Greenpeace, Shell, and Issues of Trust

Vian Bakir

Media, Culture and Communication Research unit at the University of Glamorgan, United Kingdom, vtbakir{at}glam.ac.uk

This article uses a qualitative case study approach to examine policy-oriented risk communication in the battle between Greenpeace and Shell over the disposal of the Brent Spar oil structure. Policy-agenda-setting literature is fused with literature from the social amplification of risk framework (SARF) and transnational advocacy networks to generate further insights. This analysis demonstrates that in attempting to influence policy, Greenpeace and Shell are prepared to redefine risk according to their own strategic needs and arenas of operation. It suggests that media exposure impacts policy both by shaping public perception of risk (rather than of policy) and by shaping policy makers’ perception of public opinion. It is suggested that for successful policy-oriented risk communication, social trust in the communicator must be cultivated and maintained with key audiences prior to, and during, risk communication

Key Words: social amplification of risk framework (SARF) • policy agenda setting • transnational advocacy networks • trust • risk communication • Greenpeace • Shell • Brent Spar • oil

The Harvard International Journal of Press/Politics, Vol. 11, No. 3, 67-88 (2006)
DOI: 10.1177/1081180X06289213
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