| Summary: | The International Committee of the Red Cross and Crescent Moon (ICRC) is a leading global humanitarian organization. Despite an exemplary operational record, the ICRC has an imperfect communication history: slow to respond; painfully neutral; and unwilling change. ICRC history, diplomatic and humanitarian communication has been well researched. However, few studies, outside of Maillot (2017), address ICRC SM communication within the ICRC historical context. There is a fundamental value in understanding how an INGO is responding to the challenges of public advocacy communication on SM. This review should allow the identification of improvement areas for digital diplomacy. As a first mover, ICRC policy on SM would lead the industry through a digital evolution. Inexhaustible SM growth has increased both the type and the frequency of posting. INGOs are now posting multiples times per day; visuals are the dominant media form; and there is a growing need to use visual content that stands out. This sudden proliferation of visual, including 360 ° video footage (Garcia-Orosa, 2020), has opened conversations on the dehumanization of suffering (Chouliaraki, 2006), the lack of representation, and repeated content with colonialist tone. Capability gaps have become apparent as organizations struggle to keep pace with the change. This Case Study reviews the visual content of the ICRC on Facebook within the historical visual context. Focusing on visual Facebook posts from the ICRC, the selected ICRC visual content was analyzed using Barthes (1957) Mythological approach within a historical context. It will be argued that opportunities exist to evolve the visual identity to avoid reinforcing social stereotypes and improve authentic representation. To raise awareness and funds, the ICRC continues to use more old-fashioned and occasionally colonial visual imagery; it feels like the organization is imprisoned by the strength of its historical identity. Solutions are outlined to help define a new way forward including: first, a cultural evolution to help the organization avoid the pitfalls of the past; second, an openness to training. capability gaps are normal – seeking help to train the organization will improve SM effectiveness.
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