Communication in a social context is molded to achieve objectives and adapt to audiences, transforming itself continuously. Only in this way is it possible to think of a communication effort that is adapted to the purpose we set out to fulfill. This is true when the aim is to publicize a service or product, to justify a company's positioning, but also when the goal is not a commercial one.

In any message, the expected result is at least to generate a reaction on the part of the public, effectively leading to action. The issue that changes here, and which transforms the entire relationship between the organization and the public, is the quid pro quo offered. A strategy in the social context is not ultimately aimed at the public, but at the cause and the individuals to be supported. So what is going to get the public out of this transaction?

Communication thought of in a social context thus acquires a set of meanings that are absent from more usual processes. The message is thought of in a different way and requires an exercise in reorientation.

For third sector organizations looking for an effective communication strategy, it can seem a challenge to understand how to "think" and act in this context. This is a reality that is necessarily different from the more usual communication processes and is considerably complex when the aim is to integrate complementary actions for different audiences.

The starting point for any communication strategy, not just for organizations of this type, must make use of experience, know-how and skills. If, on the one hand, experience can be drawn directly from the activities carried out by the organization's staff and volunteers, acquiring the necessary knowledge and applying it becomes more complicated. It is in this perspective that the partnerships developed prove to be really useful, enabling the organization to make the desired evolution in the design of the Communication strategy.