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AbstractIn 1967 the Church of Scientology's tax-exempt status was revoked on the basis that it failed to meet the criteria outlined in section 501(c)(3) of the Internal Revenue Service. Between its loss, and eventual reacquisition in 1993, the Church of Scientology employed a number of political based tactics in an attempt to legitimize itself to the public sector. This article explores these tactics in relation to the religion's use of perception management. The article argues that the processes of both legal recognition and legitimization draw upon each other in a new faith's transition to mainstream theology. In this, the Church employed perception management in attempt to influence both processes. In exploring this, the paper contributes to our understanding of role that public legitimacy plays in a new faith's development.

The purposefulness of the Indian foreign policy is already questionable due to its lack of clarity and direction, which afflicts the neighbouring countries through its affirmative and hegemonic regional policies. Smaller nations of the South Asia region feel threatened and bigger countries remain wary of India's dubious demeanour. Even with such designs, the Indian foreign policy goals remain unfulfilled. This is due to two important reasons. Firstly, the principles underlining the Indian foreign policy have been left ambiguous and idealistic ever since its inception. Secondly, the execution of the Indian foreign policy is most definitely not along the lines of its stated objectives. This disparate nature of policy execution has led to the perpetration of chaos in the region, which India has quite swiftly 'managed' through perception management. This is where the utilisation of Chaos Theory and perception management comes into play, which is analysed in this research paper. If India wishes to achieve its desired position in the region, as desired, then it is imperative that it revisits both the principles and implementation of its foreign policy to match the changing regional and global atmosphere.

This article examines the nature and implications of the current information/propaganda battle between Russia and the EU by placing it in the context of conceptions of argument and dialogue in international politics. Both sides are engaged in 'perception management' by which they try to defend their actions and influence positively the opinions of foreign publics. This seems far removed from 'communicative action', the Habermasian notion of engagement in argument and dialogue between equals. The article argues that the current crisis in Russia-EU relations is partly the result of the perception on the Russian side that there never was such communicative action – because Russia was not treated as an equal partner in dialogue, and its views/interests were ignored in a number of cases. On this account, Russia therefore became more assertive, culminating in the Ukraine crisis and Russia's outright aggression which it tried to defend using perception management, echoed by the EU's counter-disinformation campaign. We are therefore closer to 'communicative distraction' – attempts to control image and opinion – rather than the debate and dialogue inherent in communicative action. Nevertheless, the article argues that even within these rival perception managements, there is engagement in argument over norms and the application of norms in specific cases. In the present crisis of Russia-EU relations, we cannot expect more; but the fact that there is some form of argument might still provide a potential basis for fuller dialogue in the future.
Russia, EU, Perception Management, Information Warfare, Communicative Action

Forests are under increasing pressure with increasing risk of conflicts between stakeholder groups with different interests in sustainable forest management (SFM). This study investigated the different dimensions of conflict as perceived by private forest owners and other stakeholders, and the likely impact of these pressures on SFM in a southern Swedish context. Data were collected through a mixed methods approach using qualitative in-depth individual semi-structured interviews, focus group discussions and a quantitative survey (n = 6–161), with questions on present and past conflicts, actors, drivers, acting, management and solutions. Stakeholders felt that in the past the conflicts were more about technical dimensions of forestry practice, and today more about the political and cultural dimensions of forestry issues. The most frequently mentioned reason for forest conflict was forest protection, especially woodland key habitats. In all conflicts, forest owners emphasised the importance of knowledge, responsibility and emotions. Other stakeholders did too, but with emotions less emphasised. In managing conflict, meetings, adaptation and education were stressed by stakeholders. Dialogue arenas on different levels are needed for all stakeholders. Governing bodies also need to realise the implication different approaches and strategies have on forest owners management.

This article explores the relationship between political expediency, perception management, and governmental goals. The subject matter forms the research question of "How a tool such as perception management can be used to politically expedite a government's interests and goals?" It is understood that these ends can be achieved through the usage of perception management by constructing them from a given audience's interests and values. The concept of perception management is introduced to the reader and illustrated by the example of the United States government's knowledge of the Katyń Forest Massacre. This article is presented in two parts – the United States' initial conclusion that the Nazi party was responsible for the massacre and its later reassignment of fault to the Soviet Union. The first instance which involved the reconstruction of truth, was used to politically advance the United States' cooperation with the Soviet Union in fighting Hitler's Germany. The second instance also involved the revelation of truth and was used to justify its fight against the North Korean communists. This article should effectively demonstrate how the practice of perception management has been used historically by the United States government to expediate its political goals. The instrumentalization of Katyń is important as it may inspire the reader to consider why certain events take hold of the media's attention versus others, and how these events specifically may relate to domestic and international political issues.