The strategic communications industry is a dynamic one—fueled by many changes in technology, media, government, and social formalities. These changes have resulted in diverse subcategories within the broader strategic communications practice, including public relations (PR).  

 as “a strategic communication process that builds mutually beneficial relationships between organizations and their publics,” PR must evolve alongside external factors in industry, the digital landscape, and the broader community. A history of this evolution helps professionals not only understand how today’s practices were formed, but also offer insights into how emerging trends and phenomena will impact the next evolution of PR. 

Housed within the broader scope of strategic communications, PR began to be recognized as a profession during the 1920s, concurrent with the broadcast era's emergence in media. Early outlets consisted of radio and print media, producing one-way communication for informational purposes. 

Although public relations was not yet an established profession during World War I, government and supporting organizations relied on many PR tactics to rally public support. The need for public relations strategies during World War I led to the formation of the world’s first PR agency, Editorial Services Ltd., established in 1924 by British journalist Basil Clark who is considered the founder of modern-day public relations.   

Public relations practices were brought to the United States during the 1940s by industry pioneer Edward L. Bernays, who, as described in 

 “advised a wide range of institutions, including government, corporations, trade associations, and many private organizations.”  

“Public relations, effectively used, helps validate an underlying principle of our society — competition in the marketplace of ideas and things,” according to Bernays on page 297 of 

The Public Relations Society of America (PRSA) was established in 1947 following the emergence of PR as a profession in the United States during the 1940s, which was largely influenced by World War II and resulting societal changes.

It’s important to understand that the practice of public relations is much more complex than publicity, which is what many still associate with the field. PR also comprises corporate communication, internal communication, investor relations, and other smaller subspecialties, 

Perhaps the largest shift in public relations methodology stems from the development of digital media, especially social media. Traditional PR largely focuses on managing an organization’s reputation through earned media, whereas modern PR now involves a more complex system of sharing two-way communication across various distribution channels and forms of media. 

The digital age also prompted PR professionals to be more proactive in their efforts, rather than reactive. The introduction of digital media allowed the possibilities of PR to widely expand through faster and more wide-spread communication channels like email, websites, social media, and more. These channels have given rise to more creative opportunities and introduced a storytelling approach to PR, paired with increased awareness that fosters collaboration and builds relationships through two-way communication.  

The job of a PR professional is complex—gracefully balancing an interrelation between the marketing and advertising worlds. Like many other industries, its practices are affected by politics as well as technological and societal advancements that continually grow the field and introduce new opportunities.  

Since its first emergence, PR has been closely tied to major political and societal shifts. While the foundation of ethics remains constant, the world of PR must continue to evolve alongside the political, societal, and environmental aspects impacting communities. It is the role and calling of all PR professionals to examine how these continued shifts not only shape how we tell our clients’ stories, but also how adapt our strategies and approaches to meet the needs of today and tomorrow. 

The strategic communications industry is a dynamic one—fueled by many changes in technology, media, government, and social formalities. These changes have resulted in diverse subcategories within the broader strategic communications practice, including public relations (PR).  \nDefined by the \nPublic Relations Society of America (PRSA)\n as “a strategic communication process that builds mutually beneficial relationships between organizations and their publics,” PR must evolve alongside external factors in industry, the digital landscape, and the broader community. A history of this evolution helps professionals not only understand how today’s practices were formed, but also offer insights into how emerging trends and phenomena will impact the next evolution of PR. \nEarly Stages \nHoused within the broader scope of strategic communications, PR began to be recognized as a profession during the 1920s, concurrent with the broadcast era's emergence in media. Early outlets consisted of radio and print media, producing one-way communication for informational purposes. \nAlthough public relations was not yet an established profession during World War I, government and supporting organizations relied on many PR tactics to rally public support. The need for public relations strategies during World War I led to the formation of the world’s first PR agency, Editorial Services Ltd., established in 1924 by British journalist Basil Clark who is considered the founder of modern-day public relations.   \nPublic relations practices were brought to the United States during the 1940s by industry pioneer Edward L. Bernays, who, as described in \nhis 1971 book,\n “advised a wide range of institutions, including government, corporations, trade associations, and many private organizations.”  \n“Public relations, effectively used, helps validate an underlying principle of our society — competition in the marketplace of ideas and things,” according to Bernays on page 297 of \nhis 1971 memoir\n.  \nThe Public Relations Society of America (PRSA) was established in 1947 following the emergence of PR as a profession in the United States during the 1940s, which was largely influenced by World War II and resulting societal changes.\nModern PR \nIt’s important to understand that the practice of public relations is much more complex than publicity, which is what many still associate with the field. PR also comprises corporate communication, internal communication, investor relations, and other smaller subspecialties, \naccording to Fawkes\n.  \nPerhaps the largest shift in public relations methodology stems from the development of digital media, especially social media. Traditional PR largely focuses on managing an organization’s reputation through earned media, whereas modern PR now involves a more complex system of sharing two-way communication across various distribution channels and forms of media. \nThe digital age also prompted PR professionals to be more proactive in their efforts, rather than reactive. The introduction of digital media allowed the possibilities of PR to widely expand through faster and more wide-spread communication channels like email, websites, social media, and more. These channels have given rise to more creative opportunities and introduced a storytelling approach to PR, paired with increased awareness that fosters collaboration and builds relationships through two-way communication.  \nLooking Ahead \nThe job of a PR professional is complex—gracefully balancing an interrelation between the marketing and advertising worlds. Like many other industries, its practices are affected by politics as well as technological and societal advancements that continually grow the field and introduce new opportunities.  \nSince its first emergence, PR has been closely tied to major political and societal shifts. While the foundation of ethics remains constant, the world of PR must continue to evolve alongside the political, societal, and environmental aspects impacting communities. It is the role and calling of all PR professionals to examine how these continued shifts not only shape how we tell our clients’ stories, but also how adapt our strategies and approaches to meet the needs of today and tomorrow. 

The Evolution of Public Relations

Color plays an influential role in how we experience the world. In UI/UX design, mastering color psychology can transform a product that looks good into one that genuinely connects with users. Web designers will want to understand the fundamentals of color psychology and how to harness it to craft more impactful, intentional web experiences. 

Color psychology is the study of how colors affect human behavior and emotions. Different colors can evoke different feelings and reactions. For example, warm colors (like reds, oranges, and yellows) tend to be energizing and attention-grabbing. Cool colors (like blues, greens, and purples) are often calming—conveying a sense of trust and professionalism. For designers, choosing the right colors can enhance user experience and achieve specific responses from users. 

color-wheel.png

The color wheel is a great starting point to understanding color theory. It consists of primary colors (red, blue, yellow), secondary colors (green, orange, purple), and tertiary colors (mixes of primary and secondary). 

Psychological Impact of Individual Colors 

color-psychology.png

Cultural Differences in Color Perception 

While certain shades may resonate with a designer, color meanings can vary across cultures. For example, while white is associated with purity in Western cultures, it can signify mourning in some Eastern cultures. It's crucial to consider your audience's cultural background when choosing colors.  

Brands use color to convey their identity and values. Consistent use of color helps build brand recognition and trust. For example, Coca-Cola's red represents energy and excitement, while Chase Bank’s blue represents reliability and trust. 

3 Practical Applications in UI/UX Design 

 as its primary brand color is an intentional decision rooted in color psychology. Green is often associated with growth, harmony, and freshness—all aligning well with Spotify's brand identity. 

Spotify's strategic use of green demonstrates how powerful color psychology can be in branding and user experience. By aligning its color choice with the brand's core values and user expectations, Spotify has created a visually appealing and emotionally resonant interface that keeps users engaged. 

Understanding the psychology of color can elevate your UI/UX design from good to great. By thoughtfully selecting colors that align with your brand and resonate with your audience, you can create more engaging and compelling user experiences. Remember, color isn't just about aesthetics—it's a powerful tool for communication. 

If you need expert assistance with your web and mobile app projects, the designers and developers at Blackberg Group are here to help. Our team can bring your vision to life with thoughtful, impactful design. Learn more about the web design and development services under our 

Color plays an influential role in how we experience the world. In UI/UX design, mastering color psychology can transform a product that looks good into one that genuinely connects with users. Web designers will want to understand the fundamentals of color psychology and how to harness it to craft more impactful, intentional web experiences. \nWhat is Color Psychology?\nColor psychology is the study of how colors affect human behavior and emotions. Different colors can evoke different feelings and reactions. For example, warm colors (like reds, oranges, and yellows) tend to be energizing and attention-grabbing. Cool colors (like blues, greens, and purples) are often calming—conveying a sense of trust and professionalism. For designers, choosing the right colors can enhance user experience and achieve specific responses from users. \nThe Basics of Color Theory \n\nThe color wheel is a great starting point to understanding color theory. It consists of primary colors (red, blue, yellow), secondary colors (green, orange, purple), and tertiary colors (mixes of primary and secondary). \nPsychological Impact of Individual Colors \n\n\nCultural Differences in Color Perception \nWhile certain shades may resonate with a designer, color meanings can vary across cultures. For example, while white is associated with purity in Western cultures, it can signify mourning in some Eastern cultures. It's crucial to consider your audience's cultural background when choosing colors.  \nColor in Branding and User Experience \nBrands use color to convey their identity and values. Consistent use of color helps build brand recognition and trust. For example, Coca-Cola's red represents energy and excitement, while Chase Bank’s blue represents reliability and trust. \n3 Practical Applications in UI/UX Design \nChoosing Color Schemes:\n Use color schemes that enhance readability and usability. Complementary colors (opposite each other on the color wheel) create contrast, while analogous colors (next to each other) are more harmonious. \nAccessibility:\n Ensure your design is accessible to everyone. Use sufficient color contrast to make text readable for users with visual impairments. Tools like \nWebAIM's contrast checker\n can help. \nTesting and Feedback:\n A/B test different color schemes to see which resonates best with your users. Gather user feedback to refine your choices. \nCase Studies and Examples \nSpotify: Green for Growth and Creativity\n \n\nSpotify's choice of green\n as its primary brand color is an intentional decision rooted in color psychology. Green is often associated with growth, harmony, and freshness—all aligning well with Spotify's brand identity. \nGrowth and Freshness:\n Green is commonly linked to nature, symbolizing growth and renewal. For Spotify, this represents their ever-expanding music library and their commitment to staying current and fresh. The green color communicates that Spotify is a dynamic and evolving platform, constantly growing with new music and features. \nCreativity and Balance:\n Green sits in the middle of the color spectrum, making it a balanced color that is neither warm nor cool. This balance can convey stability and reliability, essential for a service users depend on for their daily music needs. Moreover, green's association with creativity makes it a fitting choice for a brand that serves artists and creative individuals. \nDistinctiveness:\n In a sea of tech and media companies often opting for blue (like Facebook, Twitter, and LinkedIn), Spotify's green stands out. This distinctiveness helps in quick brand recognition, making it easier for users to spot the Spotify app icon on their devices. \nUser Interface: \nSpotify's UI integrates shades of green to enhance usability without overwhelming the user. The green accents in buttons, progress bars, and icons guide users subtly, ensuring that the interface remains intuitive and user-friendly. The use of green also helps create a visually appealing contrast with the predominantly black background, making the content (album covers, playlists) pop out more vividly. \nSpotify's strategic use of green demonstrates how powerful color psychology can be in branding and user experience. By aligning its color choice with the brand's core values and user expectations, Spotify has created a visually appealing and emotionally resonant interface that keeps users engaged. \nConclusion \nUnderstanding the psychology of color can elevate your UI/UX design from good to great. By thoughtfully selecting colors that align with your brand and resonate with your audience, you can create more engaging and compelling user experiences. Remember, color isn't just about aesthetics—it's a powerful tool for communication. \nIf you need expert assistance with your web and mobile app projects, the designers and developers at Blackberg Group are here to help. Our team can bring your vision to life with thoughtful, impactful design. Learn more about the web design and development services under our \nCommunications service line here\n. 

Color Psychology for UI/UX

Organizations often find themselves stuck in that deadly thought: “this is just the way we’ve always done it.” 

In an increasingly competitive market and in a world where government must continuously evolve to advance public service, organizations must identify ways to push past these barriers and unlock innovations that reframe the best way to achieve their result. The Three Box Method is one vital tool that can help achieve this goal through revitalized team structures, processes, and goal setting. The Three Box Solution not only enables leaders to think outside the box, but it can also foster an entire workplace culture of innovative employees. 

 is an innovation strategy implemented to power non-linear innovation. Non-linear innovation aims to create something 

 existing systems and structures. The Three Box Solution drives this by evaluating the present (Box 1) and aiming for peak efficiency; the past (Box 2)—reflecting on what no longer works and asking the ever-important 

 question; and lastly, experimenting in the future (Box 3) by brainstorming creative, maybe even wild, and innovative ideas. 

Box 1 of Govindarajan’s strategy asks the individual right now what can be done to improve efficiency. Notably, Box 1 encourages linear innovation by improving processes already implemented. This box often relies on data to find the inefficiencies in the day-to-day. Stimulating linear innovation is a key piece of the non-linear innovation puzzle—allowing the individual to focus on near-term needs and breaking ground for Boxes 2 and 3. 

In Box 2, the individual reflects on the past—asking “What works?” or “What no longer serves its original purpose?” It is imperative for leadership to regularly visit Box 2 and empower decision-makers to stop inefficient processes or requirements. Leadership fostering psychological safety is imperative in having employees share and participate in Box 2. Reflecting on the past and evaluating what works and what is no longer efficient also clears the way for non-linear ideas found in Box 3.

Govindarajan’s final box, Box 3, is all about creating the future. After spending time in Boxes 1 and 2, Box 3 experiments with assumptions and asks the “I wonder…” question. This is the space to not only brainstorm unique and innovative ideas to everyday problems; but it is also where employees should go further and test assumptions. Govindarajan goes on to stress the importance of incorporating Box 3 exercises daily because the future is something built now. Much like exercise, the daily decision to focus on the future for a few minutes accumulates over time. 

The Veterans Health Administration’s Innovators Network (iNET) has fine-tuned putting this innovation model into practice, ultimately offering a space for outside-of-box thinkers to ask the “why” questions that lead to better health care experiences for Veterans.  

VHA iNET is teaching these exact principles and powering the transformation of a culture by providing classes to frontline employees, their supervisors, and site leadership. In VHA iNET’s 

 class, Innovation Specialists teach the Three Box Solution and how it specifically works at VA. Box 1 has VA supervisors and employees asking: “how can we make our services better, faster, and more cost-efficient?” VA supervisors and employees look at the resulting data to address gap and opportunities to improve healthcare systems.  

By asking what is working and not working in Box 2, VA has been able to quickly rule out items that no longer serve a purpose. For example, in a recent discussion, it was clear that a course no longer offered value and the team was able to efficiently cut it from the curriculum—giving time back to focus on more strategic areas. Specifically, pausing to ask the why question gives space for exploration in Box 3.  

VHA iNET’s mantra of “think big, start small – fail small,” comes alive in Box 3. In their fundamentals class, VA supervisors and employees are encouraged to build daily habits oriented around brainstorming novel and innovative ideas for those everyday problems. Programming like iNET’s Spark-Seed-Spread Innovation Investment and Accelerator program provides the space, time, and resources that fuel non-linear innovation. 

The Three Box Solution keeps an organization constantly reflective and driving the future. For organizations looking to overcome inefficient processes and uninspired structures, the Three Box Solution provides just that—a solution. One that is wildly unique, yet simple. Improve the present, reflect on the past, and explore the future. Innovating organizational culture is only three boxes away. 

Organizations often find themselves stuck in that deadly thought: “this is just the way we’ve always done it.” \nIn an increasingly competitive market and in a world where government must continuously evolve to advance public service, organizations must identify ways to push past these barriers and unlock innovations that reframe the best way to achieve their result. The Three Box Method is one vital tool that can help achieve this goal through revitalized team structures, processes, and goal setting. The Three Box Solution not only enables leaders to think outside the box, but it can also foster an entire workplace culture of innovative employees. \nWhat is Three Box \nCreated by Vijay Govindarajan, \nthe Three Box Solution\n is an innovation strategy implemented to power non-linear innovation. Non-linear innovation aims to create something \nnew\n, \nwhereas linear innovation works to \nimprove\n existing systems and structures. The Three Box Solution drives this by evaluating the present (Box 1) and aiming for peak efficiency; the past (Box 2)—reflecting on what no longer works and asking the ever-important \nwhy\n question; and lastly, experimenting in the future (Box 3) by brainstorming creative, maybe even wild, and innovative ideas. \nBox 1 \nBox 1 of Govindarajan’s strategy asks the individual right now what can be done to improve efficiency. Notably, Box 1 encourages linear innovation by improving processes already implemented. This box often relies on data to find the inefficiencies in the day-to-day. Stimulating linear innovation is a key piece of the non-linear innovation puzzle—allowing the individual to focus on near-term needs and breaking ground for Boxes 2 and 3. \nBox 2 \nIn Box 2, the individual reflects on the past—asking “What works?” or “What no longer serves its original purpose?” It is imperative for leadership to regularly visit Box 2 and empower decision-makers to stop inefficient processes or requirements. Leadership fostering psychological safety is imperative in having employees share and participate in Box 2. Reflecting on the past and evaluating what works and what is no longer efficient also clears the way for non-linear ideas found in Box 3.\nBox 3 \nGovindarajan’s final box, Box 3, is all about creating the future. After spending time in Boxes 1 and 2, Box 3 experiments with assumptions and asks the “I wonder…” question. This is the space to not only brainstorm unique and innovative ideas to everyday problems; but it is also where employees should go further and test assumptions. Govindarajan goes on to stress the importance of incorporating Box 3 exercises daily because the future is something built now. Much like exercise, the daily decision to focus on the future for a few minutes accumulates over time. \nThe Three Box Solution at VA \nThe Veterans Health Administration’s Innovators Network (iNET) has fine-tuned putting this innovation model into practice, ultimately offering a space for outside-of-box thinkers to ask the “why” questions that lead to better health care experiences for Veterans.  \nVHA iNET is teaching these exact principles and powering the transformation of a culture by providing classes to frontline employees, their supervisors, and site leadership. In VHA iNET’s \nBuilding Your Innovation Strategy\n class, Innovation Specialists teach the Three Box Solution and how it specifically works at VA. Box 1 has VA supervisors and employees asking: “how can we make our services better, faster, and more cost-efficient?” VA supervisors and employees look at the resulting data to address gap and opportunities to improve healthcare systems.  \nBy asking what is working and not working in Box 2, VA has been able to quickly rule out items that no longer serve a purpose. For example, in a recent discussion, it was clear that a course no longer offered value and the team was able to efficiently cut it from the curriculum—giving time back to focus on more strategic areas. Specifically, pausing to ask the why question gives space for exploration in Box 3.  \nVHA iNET’s mantra of “think big, start small – fail small,” comes alive in Box 3. In their fundamentals class, VA supervisors and employees are encouraged to build daily habits oriented around brainstorming novel and innovative ideas for those everyday problems. Programming like iNET’s Spark-Seed-Spread Innovation Investment and Accelerator program provides the space, time, and resources that fuel non-linear innovation. \nThe Three Box Solution keeps an organization constantly reflective and driving the future. For organizations looking to overcome inefficient processes and uninspired structures, the Three Box Solution provides just that—a solution. One that is wildly unique, yet simple. Improve the present, reflect on the past, and explore the future. Innovating organizational culture is only three boxes away. 

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