Hughes Tries Fine-Tuning To Improve Diplomatic Picture

Hughes has pushed a new program -- parts of which are classified -- to research the messages and themes that resonate in certain countries and then coordinate with other agencies, such as the Defense Department, to make sure those messages are delivered consistently. She is also working with computer executives to examine whether podcasting is another route for message delivery.

Hughes has won approval for more mundane bureaucratic initiatives that, over the long term, could have an impact in the risk-averse State Department culture.

In the coming year, public diplomacy skills will be added to the criteria for evaluating the performance of ambassadors for promotions. When State some years ago began evaluating ambassadors on how well they served U.S. business, the embassy doors suddenly swung open for corporate executives. Now, nervous Foreign Service officers have called her office, seeking advice on how they can do well on the evaluations.

J. Anthony Holmes, president of the American Foreign Service Association, said there is "broad consensus we need to improve public diplomacy effectiveness" but there is concern that the measures used might not be reliable or quantifiable. He noted that the message often needs to be tailored to the local situation and context to be effective, and that a country's relationship with the United States might dictate how often an ambassador appears on local media.

Also, Djerejian noted that public diplomacy, by itself, "cannot carry the whole burden" because the U.S. image is truly shaped by policies. The war in Iraq and the perception that the United States is biased toward Israel in the conflict with the Palestinians are difficult hurdles to overcome, he said.

Nevertheless, Hughes has set about creating a public diplomacy infrastructure. She has created new senior-level posts, placing a deputy assistant secretary responsible for public diplomacy in every regional bureau of the State Department.

This gives her bureaucratic tentacles into the key offices of the building, where many policies are developed. She said "mistakes were made" when the old U.S. Information Agency was merged into the State Department seven years ago, creating her office but leaving few links with officers in the field. "One of the things we have tried to do is reestablish those management links," she said.

Hughes has also sought more U.S. funds for foreign exchange programs while also tapping support from U.S. businesses. Hughes and her deputy, Dina Powell, working with the Aspen Institute and six universities, have brought 100 foreign journalists to the United States this month to learn about U.S. journalistic practices. Walter Issacson, president of the Aspen Institute, said he was surprised at how quickly the program was launched once Hughes decided it was worthwhile.

"It fell into place in three to four weeks," Issacson said. "Her strength is that she becomes dogged when she says 'Let's get this done.' "