2006 crisis emergency risk communication en ppt
TRANSCRIPT
Crisis + EmergencyCrisis + EmergencyRisk CommunicationRisk Communication
- by Leaders for Leaders- by Leaders for Leaders
CDC
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Communicating in a crisis is different
Communicating in a crisis is different
In a serious crisis, all affected people . . .– Take in information differently– Process information differently– Act on information differently
The public perceives the success of the operational response by the amount and speed of relevant information they receive from the emergency response officials
ContentsContents Communicating in a crisis is
different What the public seeks from
its leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
What the public seeks from your communication
What the public seeks from your communication
The public wants to know what you know The public wants to accomplish 5 things
– Gain the wanted facts needed to protect them, their families and their pets
– Make well-informed decisions– Have an active, participatory role– Act as a “watch-guard” over resources– Recover or preserve well-being and normalcy
Crisis communicationCrisis communication
Pre-crisis funding invested to public communication planning ……………… 1%
Time in drills or exercises invested on public education component …………………. 10%
When the crisis occurred, time spent dealing with decisions about communicating to the public ……………………………………. 90%
Leaders lead with goals in mindLeaders lead with goals in mind
Decrease illness, injury and deaths Execute response and recovery plans with
minimal resistance Avoid misallocation of limited resources Avoid wasting resources
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
5 communication failures that kill operational success
5 communication failures that kill operational success
1. Mixed messages from multiple experts
2. Information released late
3. Paternalistic attitudes
4. Not countering rumors and myths in real-time
5. Public power struggles and confusion
1. Mixed messages1. Mixed messages
In a crisis, people don’t want to “just pick one” of many messages, they want the best one or the right one to follow
Unofficial experts will undoubtedly pop up to offer unsolicited advice– Be concerned about what the “official” officials are
saying and whether these messages are consistent– Identify the unofficial experts in community and
ensure they have early access to the recommendations you will be giving
2. Information released late2. Information released late
If the public expects an answer from your organization on something that is answerable and
you won’t provide it or direct them to someone who can,
they will be open to being taken advantage of by unscrupulous or fraudulent opportunists
3. Paternalistic attitudes3. Paternalistic attitudes
The worst thing you can do is to tell a frightened person they have no reason to be frightened
Never tell people “don’t worry” Treat the public like intelligent adults Tell them what you know that makes you
less afraid
4. Not countering rumors in real-time
4. Not countering rumors in real-time
The media will report rumors or hoaxes unless you can answer quickly why it’s false
Have an open, quick channel to communicate to the media
Squash rumors fast, with facts
5. Public power struggles or confusion
5. Public power struggles or confusion
All partners need to have clearly defined roles and responsibilities
Let the public perceive a united front with multiple jurisdictions working cooperatively for the good of their community
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
5 communication steps that boost operational success
5 communication steps that boost operational success
1. Execute a solid communication plan
2. Be the first source for information
3. Express empathy early
4. Show competence and expertise
5. Remain honest and open
1. Execute a solid communication plan
1. Execute a solid communication plan
The public judges the success of your operation, in great part, by the success of your communication
The difference perceived by media, stakeholders and partners was the speed and consistency of communication
2. Be the first source of information
2. Be the first source of information
The public uses the speed of information flow in a crisis as a marker for your preparedness
The first message they receive carries more weight
3. Express empathy early3. Express empathy early
Empathy is the ability to understand what another human being is feeling
The public won’t be open to you until you express empathy
Expression of empathy should be given in the first 30 seconds of starting your message
4. Show competence and expertise
4. Show competence and expertise
If you have a title and are part of the official response to a crisis,
the public will assume you are competent until you prove otherwise
5. Remain honest and open5. Remain honest and open
The danger comes from – assuming you are protecting people or avoiding a
bigger problem by keeping information away from the public
People believe that – any information is empowering, – uncertainty is more difficult to deal with than knowing
a bad thing, and – they are prepared to go to multiple sources for
information
5. Remain honest and open5. Remain honest and open
The faster you give up bad news the better
In case that some information must be withheld– respectfully tell the public you are withholding
information and why
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what
people feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
What Do People Feel Inside When a Disaster Looms or Occurs?
What Do People Feel Inside When a Disaster Looms or Occurs?
1. Fear, anxiety, confusion, dread
2. Hopelessness or helplessness
3. Panic?
4. Uncertainty
Give people things to doGive people things to do
Anxiety is reduced by action and a restored sense of control– Symbolic– Preparatory: “if – then”
What about panic?What about panic?
People may revert to more instinctual “flight or fight” reasoning
However, the overwhelming majority of people do not engage in extreme behavior
What about panic?What about panic?
If you describe individual survival behaviors as “panic”, you’ve lost the very people you want to talk to– Acknowledge their desire to take steps and – redirect them to an action they can take and – explain why the unwanted behavior is not
good for them or for the community
UncertaintyUncertainty
Tell people– What you know– What you don’t know– The process you’re using to try and get some
answers
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Troublesome expected behaviors
• Dependence on special relationships• Vicarious rehearsal• MUPS—Multiple Unexplained Physical
Symptoms• Stigmatization
Dependence on special relationships
• People attempt to bypass official channels to get special treatment or access
• If there is a perception that “special people get special help, it invites chaos in the grab for supplies”
• Government officials should be more honest and open about what is available when and for whom
What Is Vicarious Rehearsal?
• The communication age gives national audiences the experience of local crises. These armchair victims mentally rehearse recommended courses of actions.
• The worried well can heavily tax response and recovery.
MUPS—Multiple Unexplained Physical Symptoms
• Stress caused by a crisis situation will make some people actually physically ill with headaches, muscle aches, stomach upsets and low fever, etc.
• This will challenge the capacity of health delivery system in a crisis
• Communication, deep-breathing exercises, physical exercises, talk therapy with friends and relatives may help
Stigmatization
• Victims may be stigmatized by their communities and refused services or public access
• Fear and isolation of a group perceived to be contaminated or risky to associate with will hamper community recovery and affect evacuation and relocation efforts
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Perception of risks Perception of risks
All risks are not accepted equally Voluntary vs. involuntary Personally controlled vs. controlled by
others Familiar vs. exotic Natural origin vs. manmade Reversible vs. permanent
Perception of risks Perception of risks
Statistical vs. anecdotal Endemic vs. epidemic (catastrophic) Fairly distributed vs. unfairly distributed Generated by trusted vs. mistrusted
institution Adults vs. children Understood benefit vs. questionable
benefit
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
First message in a crisisFirst message in a crisis
An expression of empathy Confirmed facts and action steps What you don’t know about the situation What’s the process Statement of commitment Where people can get more information
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Audience judgments about your message
Audience judgments about your message
Accuracy of Information
__________
Speed of Release
Empathy+
Openness
CREDIBILITY
Successful Communication
=+
TRUST
Speed of communicationSpeed of communication
The speed with which you respond to the public is an indicator to the public of– How prepared you are to respond to the
emergency– Is there a system in place– Is needed action being taken
5 Key Elements To Build Trust5 Key Elements To Build Trust
1.1. Empathy and caringEmpathy and caring
2.2. Competence and expertiseCompetence and expertise
3.3. Honesty and opennessHonesty and openness
4.4. CommitmentCommitment
5.5. AccountabilityAccountability
Empathy and caringEmpathy and caring
Should be expressed within the first 30 seconds
Acknowledge fear, pain, suffering, uncertainty
Competence and expertiseCompetence and expertise
Education, position title, organizational roles and missions
Previous experience, demonstrated abilities in the current situation
Established relationship with audiences Support from a third party who has the
confidence of the audience
Honesty and opennessHonesty and openness
Give people enough information to make appropriate decisions
Tell the public why the information isn’t available for release at the time
CommitmentCommitment
Show dedication by sharing in the sacrifices
Not leaving the emergency until the community is recovered
AccountabilityAccountability
“Keeping the books open” – to whom government or non-profit money or resources are being distributed
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Initial communicationInitial communication
Should Present a short, concise, focused message (6th-
grade level), get the bottom line out first Cut to the chase – relevant information only Give action steps in positives, not negatives Repeat the message Create action steps in threes or rhyme, or create
an acronym Use personal pronouns for the organization
Initial communicationInitial communication
Avoid Jargon – imply insecurity and lack of honesty Judgmental phrases – insult the audience Attacks Promises that can’t be kept Discussion of money Humor
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
The STARCC PrincipleThe STARCC Principle
Your public messages in a crisis must be:
Simple
Timely
Accurate
Relevant
Credible
Consistent
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
Crisis Communication PlanCrisis Communication Plan
Integrated into its overall disaster Developed with partners Questions about logistics and who owns
what information answered Simple and flexible Updated regularly
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
2 good reasons to cooperate with media during a crisis
2 good reasons to cooperate with media during a crisis
They are your primary tool to get public safety messages to your community in a hurry
They know their audiences better than you do
Early mistakes with the mediaEarly mistakes with the media
Play favorites or hold grudges against some media
Attempt to set arbitrary new rules about how media can interact with the official response group
Attempt to tell the media how to do their job
Discount local media
What reporters wantWhat reporters want
They want more than you can ever give What they expect
– Equal access to information– Honestly answer their questions– Timely release of information– Squash rumors quickly– Commit to a schedule for media availabilities and
updates– Provide subject matter experts
What reporters wantWhat reporters want
What they expect– Their calls to be returned– What you tell them is accurate or you’ll tell them that
the information is preliminary and could change– Tell them if you do not have an answer and explain
the process you’re using to get it– Understanding about how the news business works– Be treated with respect
Media are affected by crises too
Media are affected by crises too
The way they do their job changes– Verification of facts goes down– Abandon their adversarial role early in the
crisis– Many of them will lack scientific expertise
VerificationVerification
90% of first reports following a major new event contain errors
Instead of reporting, what reporters do in a crisis has been “news gathering” – they report what they’ve gathered and correct or change it as more information comes in
Adversarial roleAdversarial role
Media have a slightly adversarial perspective toward officials
In a crisis, the early uncertainty about what is happening causes great anxiety
The media will don their “public safety” hats and be ready to report every word from the command post
ContentsContents Communicating in a crisis is
different What the public seeks from its
leader Five communication failures Five communication steps for
success During a disaster, what people
feel? Expected behaviors that must
be confronted Perception of risk First message in a crisis Audience judgments about
your message Make the facts work in your
message
Employ the STARCC principle Crisis Communication Plan Working with the media Successful press conferences Writing for the media during a
crisis The leader as a spokesperson Grief and your role as
spokesperson Know the needs of your
stakeholders The dreaded town hall meeting Media law Definitions and processes Keeping fit for duty in a crisis CERC tools
What the Public Will Ask FirstWhat the Public Will Ask First
Are my family and I safe?Are my family and I safe? What have you found that may affect me?What have you found that may affect me? What can I do to protect myself and my What can I do to protect myself and my
family?family? Who caused this?Who caused this? Can you fix it?Can you fix it?
What the Media Will Ask FirstWhat the Media Will Ask First
What happened?What happened? Who is in charge?Who is in charge? Has this been contained?Has this been contained? Are victims being helped?Are victims being helped? What can we expect?What can we expect? What should we do?What should we do? Why did this happen?Why did this happen? Did you have forewarning? Did you have forewarning?
Risk Communication Principles for Emergencies
Don’t overreassure
•Considered controversial by some.•A high estimate of harm modified
downward is much more acceptable to the public than a low estimate of harm modified upward.
Risk Communication Principles for Emergencies
State continued concern before stating reassuring updates
“Although we’re not out of the woods yet, we have seen a declining number of cases each day this week.”
Risk Communication Principles for Emergencies
Confidence vs. uncertainty
Instead of making promises about outcomes, express the uncertainty of the situation and a confident belief in the “process” to fix the problem and address public safety concerns.
Risk Communication Principles for Emergencies
Give people things to do - Anxiety is reduced by action and a restored sense of control
•Symbolic behaviors (e.g., going to a candlelight vigil)
•Preparatory behaviors (e.g., buying water and batteries)•Contingent “if, then” behaviors (e.g., creating an emergency family communication plan)
Risk Communication Principles for Emergencies
Give people things to do - Anxiety is reduced by action and a restored sense of control
•Single most important action for self-protection
•Recommend a 3-part action plan• You must do X• You should do Y• You can do Z
Risk Communication Principles for Emergencies
Allow people the right to feel fear
• Don’t pretend they’re not afraid, and don’t tell them they shouldn’t be.
• Acknowledge the fear, and give contextual information.
Psychology in a Crisis
• Vicarious rehearsal• Denial• Stigmatization• Fear and avoidance• Withdrawal and feelings of hopelessness• Heightened anxiety, public confusion and stress (Barbara Reynolds, CDC)
How People Perceive RiskHow People Perceive RiskLower Perceived Risk Higher Perceived Risk1. Trustworthy sources Untrustworthy sources
2. Substantial benefits Few benefits
3. Voluntary Involuntary
4. Controllable Not controllable
5. Fair/equitable Unfair/inequitable
6. Natural origin Human origin (man made)
7. Familiar Unfamiliar/exotic
8. Not dreaded Dreaded
9. Certain Uncertain
10. Children not asvictims
Children as victims
Lower Perceived Risk Higher Perceived Risk11. Not memorable Memorable
12. Moral/ethical Immoral/unethical
13. Clear non-verbal message
Mixed non-verbalmessage
14. Responsive Unresponsive
15. Random/scattered Catastrophic
16. Little media attention Much media attention
17. Victims statistical Victims identifiable
18. Immediate effects Delayed effects
19. Effect reversible Effect irreversible
20. Scientifically well understood
Non scientifically wellunderstood
Bad Communication Adds to Crisis
• Mixed messages from multiple “experts”• Late information “overcome by events”• Over-reassuring messages• No reality check on recommendations• Myths, rumors, doomsayers not countered• Improper modeling of behavior, lack of affect,
bad humor by spokesperson/leader• Public power struggles and confusion
(Barbara Reynolds, CDC)
Pre-crisis phase
• Be prepared– Go-kit (backgrounders, key messages)– JIS/JIC/Virtual JIC– Shadow Web site
• Foster alliances, share information– Critical for consistent messages
• Develop consensus recommendations
• Develop and test plan and messages
Initial phase
• Acknowledge the event with empathy– “I understand.”
• Explain and inform the public, in the simplest terms, about the risks involved
• Establish org/spokesperson credibility
• Provide emergency courses of action (how/where to get more information)
• Commit to continued and open communication
Crisis maintenance
• Help public and stakeholders more accurately understand their own risks
• Provide backgrounders to those who need it• Gain understanding and support for
response and recovery plans• Listen to feedback and aggressively correct
misinformation• Explain emergency recommendations• Empower risk/benefit decision making
Crisis resolution
• Improve appropriate response in future emergencies through education
• Honestly examine problems/successes
• Persuade public to support public policy and resource allocation
• Tell your story to everyone! Promote your activities and capabilities…reinforce your corporate identity both externally and internally.
Evaluation
• Evaluate communication plan performance
• Document lessons learned
• Determine specific actions to improve crisis system and/or crisis plan
• Seek feedback from partners and other organizations involved—yes, even the media.
Principles of Crisis CommunicationPrinciples of Crisis Communication
Be First
Be Right
Be Credible
Targeting CommunicationTargeting Communication
Public information Public information
Targeted distribution Open access Targeted distribution Open access
Limited distribution Limited access Limited distribution Limited access
Extremely limited distribution Limited access Confidential
Extremely limited distribution Limited access Confidential
What Can You Expect?What Can You Expect?At the Higher LevelAt the Higher Level
• Immediate and intense concern.Immediate and intense concern.
• Community will be focus of worry.Community will be focus of worry.
• Community and national health agency will be Community and national health agency will be flooded with media.flooded with media.
• Flooded area hospitals and health Flooded area hospitals and health departments.departments.
• Reactions, responses, messages, and Reactions, responses, messages, and actions rapidly will come from everywhere.actions rapidly will come from everywhere.
• Press and media are everywhere.Press and media are everywhere.• Inaccurate news stories.Inaccurate news stories.• Politician statements are inconsistent or Politician statements are inconsistent or
contradictory.contradictory.• Government and public health responses are being Government and public health responses are being
severely criticized.severely criticized.
What Can You Expect?What Can You Expect?At the Local LevelAt the Local Level
Communication RealityCommunication Reality
Demand for information will quickly exceed Demand for information will quickly exceed capacity.capacity.
The General ApproachThe General Approach1.1. Start in planning and preparation phases. Start in planning and preparation phases.
2.2. Develop—and test—now.Develop—and test—now.
3.3. Identify and train spokespeople now.Identify and train spokespeople now.
4.4. Risk and crisis communication.Risk and crisis communication.
5.5. Develop contacts and connections before a crisis.Develop contacts and connections before a crisis.
Crisis and Emergency Risk CommunicationCrisis and Emergency Risk Communication
To provide accurate and timely information as well as essential coordination during a crisis or emergency
To inform the public of potential risks and steps being taken during a crisis or emergency
To aid individuals, stakeholders, or communities to accept the imperfect nature of choices and to make best possible decisions during a crisis or emergency
To provide accurate and timely information as well as essential coordination during a crisis or emergency
To inform the public of potential risks and steps being taken during a crisis or emergency
To aid individuals, stakeholders, or communities to accept the imperfect nature of choices and to make best possible decisions during a crisis or emergency
Crisis and Emergency Risk CommunicationCrisis and Emergency Risk Communication
Crisis Communication Lifecycle*To facilitate and anticipate the needs of the
public, the media, and partners at different stages
Each stage has unique communications and information requirements
Crisis Communication Lifecycle*To facilitate and anticipate the needs of the
public, the media, and partners at different stages
Each stage has unique communications and information requirements
Maintenance Resolution Evaluation Initial Pre-crisis
Pre-Crisis CommunicationPre-Crisis Communication
Be prepared
Foster alliances
Develop recommendations through consensus
Test audience messages
Be prepared
Foster alliances
Develop recommendations through consensus
Test audience messages
Pre-crisis
Emergency Risk Communication Principles Emergency Risk Communication Principles
Don’t over-reassureState continued concern before stating updatesAcknowledge uncertaintyEmphasize a process in placeGive people things to doDon’t try to allay panicAcknowledge people’s fears
Don’t over-reassureState continued concern before stating updatesAcknowledge uncertaintyEmphasize a process in placeGive people things to doDon’t try to allay panicAcknowledge people’s fears
Accuracy of Information
+ Speed of Release
Empathy+
Openness
Crisis and Emergency CommunicationCrisis and Emergency Communication
CredibilitySuccessful
+ = Communication
Trust
CredibilitySuccessful
+ = Communication
Trust
Lessons LearnedCommunication: Integral part of response
across CDC – various audiences
• Get News Out Quickly: Don’t Speculate
• Timelines: Accuracy
• Trusted Spokespersons
• Stay in your Niche
• Daily Updates Essential
RISK COMMUNICATION
• Don’t over reassure• Acknowledge uncertainty• Emphasize the process and next steps• Give anticipatory guidance• Be regretful, not defensive• Acknowledge people’s fears• Express through “wishes”• Give people things to do
Public Perception of RiskPublic Perception of Risk
Public Perception of RiskPublic Perception of Risk
• Dealing with public outrage is as is important as dealing with the hazard itself.
• Feelings have an effect on how people respond to a crisis or emergency.
• People’s responses to a disaster are usually not dependent just on the actual seriousness of the risk.
• Outrage may increase the public’s perception of how serious an event is.
Equation for Risk AcceptanceEquation for Risk Acceptance
Risk = Hazard + Outrage
Low Outrage vs. High OutrageLow Outrage vs. High Outrage
Low Outrage High Outrage
Voluntary Involuntary
Individual control Controlled by others
Familiar Unfamiliar
Natural Manmade
Reversible Permanent
Fair Unfair
Affects adults Affects children
Your Organization’s Communication Goals vs.vs. The Public’s
Communication Goals
Minimize illness, death, suffering, loss
Multiply resources
Mitigate negative behaviors
Response and recovery
Correct rumors
Provide instructions
Inform decision-makers
Safety for themselves and their family
Are the authorities are listening- do they care?
Being involved in response – “what can I do to help?”
Interruption of normal life activities
Getting the facts
Making own choices for action
Risk Communication Do’s and Don’ts
Provide all the facts you have- when you have them
Say “I don’t know, but I can find out”
Be empathic within the first 30 seconds of your message
Be trustworthy and honest
Provide people multiple choices for action
Make a statement of commitment
Over-reassure
Tell people not to be afraid
Use jargon
Speculate on the facts
Use humor
Make promises you can’t keep
Provide mixed or inaccurate messages
Repeat or ignore rumors
DO DON’T
Effective CommunicationEffective Communication
1. SIMPLE
2. TIMELY
3. ACCURATE
4. EMPATHIC
5. CREDIBLE
6. REPEATED
7. CONSISTENT
Key Elements to Build TrustKey Elements to Build Trust
•Express empathy
•Demonstrate competence
•Be honest
•Keep your commitments
•Be accountable
Ineffective CommunicationIneffective Communication
• Inaccurate and mixed messages
• Late information
• Over-reassurance
• Jargon
• Humor
• Promises you can’t keep
• Speculation
• Discussion about money
• Repeating or ignoring rumors
• Paternalistic attitude
• Public power struggles
• Public power struggles
BE FIRST • BE RIGHT • BE CREDIBLE
Communication ObjectivesCommunication Objectives
Identify Your SOCOIdentify Your SOCO
Single Overriding Communication Objective• What do you want to hear and see on TV tonight or
read in the newspaper tomorrow?• What are the numbers and facts to support your
objective?• Who is your primary audience? Who is secondary?• What is the take-home message?• Is this objective consistent with the exercise goals and
what your leadership expects?
The Role of a SpokespersonThe Role of a Spokesperson
• Give your organization human form.
• Connect with their audience.
• Are made; few are born.
• Don’t just read a statement… they ARE the statement.
Spokespersons…
The Role of a SpokespersonThe Role of a Spokesperson
• Are authorized to speak to the public and the media on behalf of the entire organization.
• Have a position of authority in their organization, either as a person in the agency’s leadership or as a subject matter expert.
• Are not public information officers.
Spokespersons…
HIV/AIDS
SIDS
Melanoma
in
Colorado
Laser eye
surgery
Breast
implants
West Nile
virus
Bioterror
event
Ten Deadly Sins of Communication
1. Appearing unprepared.
2. Handling questions improperly.
3. Apologizing for yourself or the organization.
4. Not knowing knowable information.
5. Unprofessional use of audiovisual aids.
Ten Deadly Sins of Communication
6. Seeming to be off schedule.
7. Not involving participants.
8. Not establishing rapport.
9. Appearing disorganized.
10. Providing the wrong content.
Seven Cardinal Rules of Risk Communication
(Covello and Allen 1988)
1. Accept and involve the public as a partner.
2. Plan carefully and evaluate your efforts.
3. Listen to the public's specific concerns.
4. Be honest, frank, and open.5. Work with other credible sources.6. Meet the needs of the media.7. Speak clearly and with compassion.
Managing hostile situations
Acknowledge the existence of hostility.
Practice self-management.
Be prepared.
Communicate empathy and caring.
Track your messages.
The media perspective
In general, the media is interested in:
Human interest stories
Bad news more than good news
People’s perspectives
Yes or no; safe or unsafe answers
Front-page news stories
Before the interview(Donovan and Covello 1989)
Do: Ask who will be conducting the
interview. Ask which subjects they want to cover. Caution them when you are not the
correct person to interview. Inquire about the format and duration. Ask who else will be interviewed. Prepare and practice.
Before the interview Don't:
Tell the news organization which reporter you prefer.
Ask for specific questions in advance. Insist they do not ask about certain
subjects. Demand your remarks not be edited. Insist an adversary not be
interviewed closeup. Assume it will be easy.
During the interview Do:
Be honest and accurate; stress the facts. Stick to your key message(s). Conclusions first, then supporting data. Determine in advance how forthcoming
you can be. Offer to get information you don't have. Explain the subject and content. Give a reason if you can't discuss a
subject. Correct mistakes by stating you would
like an opportunity to clarify.
During the interview Don't:
Lie or try to cloud the truth. Improvise or dwell on negative
allegations. Raise issues you don't want in the story. Fail to think it through ahead of time. Guess. Use jargon or make assumptions. Speculate, discuss hypothetical situations. Say, "No comment." Demand an answer not be used.
After the interview Do:
Remember you are still on the record. Be helpful. Volunteer to get information.
Make yourself available. Respect deadlines.
Watch for and read the resulting report. Call the reporter to politely point out
inaccuracies, if any.
After the interview Don't:
Assume the interview is over or the equipment is off.
Refuse to talk further. Ask, "How did I do?" Ask to review the story before
publication or broadcast. Complain to the reporter's boss first.
Avoiding pitfalls Pitfall: Jargon
Do: Define all technical terms and acronyms. Don't: Use language that may not be
understood by even a portion of your audience.
Pitfall: Humor Do: If used, direct it at yourself. Don't: Use it in relation to safety, health, or
environmental issues.
Avoiding pitfalls Pitfall: Negative allegations
Do: Refute the allegation without repeating it.
Don't: Repeat or refer to them.
Pitfall: Negative words and phrases Do: Use positive or neutral terms. Don't: Refer to national problems, i.e., "This
is not Love Canal."
Avoiding pitfalls Pitfall: Reliance on words
Do: Use visuals to emphasize key points. Don't: Rely entirely on words.
Pitfall: Temper Do: Remain calm. Use a question or
allegation as a springboard to say something positive.
Don't: Let your feelings interfere with your ability to communicate positively.
Avoiding pitfalls Pitfall: Clarity
Do: Ask whether you have made yourself clear. Don't: Assume you have been understood.
Pitfall: Abstractions Do: Use examples, stories, and analogies to
establish a common understanding. Don’t: Assume that your experiences will be
familiar to your audience – choose accordingly.
Avoiding pitfalls Pitfall: Nonverbal messages
Do: Be sensitive to nonverbal messages you are communicating. Make them consistent with what you are saying.
Don't: Allow your body language, your position in the room, or your dress to be inconsistent with your message.
Pitfall: Attacks Do: Attack the issue. Don't: Attack the person or organization.
Avoiding pitfalls Pitfall: Promises
Do: Promise only what you can deliver. Set and follow strict orders.
Don't: Make promises you can't keep or fail to follow up.
Pitfall: Guarantees Do: Emphasize achievements made and
ongoing efforts. Don't: Say there are no guarantees.
Avoiding pitfalls Pitfall: Speculation
Do: Provide information on what is being done. Don't: Speculate about worst cases.
Pitfall: Money Do: Refer to the importance you attach to
health, safety, and environmental issues; your moral obligation to public health outweighs financial considerations.
Don't: Refer to the amount of money spent as a representation of your concern.
Avoiding pitfalls Pitfall: Organizational identity
Do: Use personal pronouns ("I," "we"). Don't: Take on the identity of a large
organization.
Pitfall: Blame Do: Take responsibility for your share of the
problem. Don't: Try to shift blame or responsibility to
others.
Avoiding pitfalls Pitfall: “Off the record”
Do: Assume everything you say and do is part of the public record.
Don't: Make side comments or “confidential” remarks.
Pitfall: Risk/benefit/cost comparisons Do: Discuss risks and benefits in separate
communications. Don't: Discuss your costs along with risk
levels.
Avoiding pitfalls Pitfall: Risk comparison
Do: Use them to help put risks in perspective. Don't: Compare unrelated risks.
Pitfall: Health risk numbers Do: Stress that true risk is between zero and
the worst-case estimate. Base actions on federal and state standards rather than risk numbers.
Don't: State absolutes or expect the lay public to understand risk numbers.
Avoiding pitfalls Pitfall: Numbers
Do: Emphasize performance, trends, and achievements.
Don't: Mention or repeat large negative numbers.
Pitfall: Technical details and debates Do: Focus your remarks on empathy,
competence, honesty, and dedication. Don't: Provide too much detail or take part in
protracted technical debates.
Avoiding pitfalls
Pitfall: Length of presentations Do: Limit presentations to 15 minutes. Don't: Ramble or fail to plan the time well.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Pre-Crisis PlanningPre-Crisis Planning
Prepare.Prepare. Foster alliances.Foster alliances. Develop consensus Develop consensus
recommendations.recommendations. Create and test messages.Create and test messages. Evaluate and update plans.Evaluate and update plans.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Potential No-Plan ProblemsPotential No-Plan Problems
Mixed messages from multiple experts.Mixed messages from multiple experts. Information released late.Information released late. Paternalistic attitudes.Paternalistic attitudes. No reality check on recommendations.No reality check on recommendations. Not countering rumors and myths in Not countering rumors and myths in
real-time. real-time. Public power struggles and confusion.Public power struggles and confusion.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Steps to SuccessSteps to Success Execute a solid communication plan.Execute a solid communication plan.
Be the first source for information.Be the first source for information.
Express empathy early.Express empathy early.
Show competence and expertise.Show competence and expertise.
Remain honest and open.Remain honest and open.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
During a crisis, During a crisis, communicationcommunication is is differentdifferent
Psychological barriers of audiencePsychological barriers of audiencess:: Fear, anxiety, confusion, dread, angerFear, anxiety, confusion, dread, anger Hopelessness or helplessness but Hopelessness or helplessness but
seldom panicseldom panic DenialDenial Fight or flightFight or flight Vicarious rehearsalVicarious rehearsal
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Vicarious RehearsalVicarious Rehearsal
The communication age gives The communication age gives national audiences the national audiences the experience of local crises. experience of local crises.
These “armchair victims” These “armchair victims” mentally rehearse recommended mentally rehearse recommended courses of actions.courses of actions.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
All risks are not accepted equallyAll risks are not accepted equally
VoluntaryVoluntary
Controlled personallyControlled personally
FamiliarFamiliar
NaturalNatural
ReversibleReversible
StatisticalStatistical
Fairly distributedFairly distributed
Affecting adultsAffecting adults
vsvs..
InvoluntaryInvoluntary
Controlled by othersControlled by others
ExoticExotic
ManmadeManmade
PermanentPermanent
AnecdotalAnecdotal
Unfairly distributedUnfairly distributed
Affecting childrenAffecting children
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
During a crisis, During a crisis, decision makingdecision making is is differentdifferent
People simplify.People simplify.
Cling to current beliefs.Cling to current beliefs.
We remember what we see or We remember what we see or previously experience (first messages previously experience (first messages carry more weight).carry more weight).
People limit intake of new information People limit intake of new information (3-7 bits).(3-7 bits).
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
During a crisis During a crisis releasing informationreleasing information is different is different
The pressure will be tremendous from The pressure will be tremendous from all quarters.all quarters.
It must be fast and accurate.It must be fast and accurate.
It’s like cooking a turkey when people It’s like cooking a turkey when people are starving.are starving.
If information isn’t finalized, explain If information isn’t finalized, explain the process.the process.
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Five Key Elements To Build TrustFive Key Elements To Build Trust
Expressed empathyExpressed empathy CompetenceCompetence HonestyHonesty CommitmentCommitment AccountabilityAccountability
Health and Health and Healthy CommunicationHealthy Communication
During a CrisisDuring a Crisis
Ways to Maintain TrustWays to Maintain Trust
Don’t overreassure.Don’t overreassure. Acknowledge there is a process in Acknowledge there is a process in
place.place. Give people things to do.Give people things to do.
Emergency Risk Communication
• Goal: individuals, stakeholders, an entire community or a nation in crisis will make the best possible decisions about their well being
• Urgent time frame• Acceptance of the imperfect nature of the available
choices for action• Success requires:
– skillful use of risk communication theory – understanding of human psychology
Emergency Risk Communication: Success Factors
• Be Empathetic: embody sincere caring• Be First: speedy communication
– First messages are lasting messages– Being first indicates preparedness and
competence• Be Right: accurate content• Be Credible: be honest and build trust
Psychology of Crisis• Vicarious rehearsal – people away from the threat
“try on” the courses of action (“worried well”)• Denial – discredit the threat; avoid warnings or
action steps• Fear• Anger• Agitation • Stigmatization of affected groups • Withdrawal, hopelessness, and helplessness
What the Public Will Ask First
• Are my family and I safe?• What have you found that may affect
me?• What can I do to protect myself and my
family?• Who caused this?• Can you fix it?
What the Media Will Ask First
• What happened?• Who is in charge?• Has this been contained?• Are victims being helped?• What can we expect?• What should we do?• Why did this happen?• Did you have forewarning?
Listening/Caring/Empathy
50%
Rule #1: Be Empathetic:Determinants of Trust in High Stake Situations
Adapted from V. Covello
Competence/ Expertise15-20%
Honesty/ Openness
15-20%
Dedication/Commitment
15-20%
CDC SARS InvestigationRule # 2: Be First
CDC Emergency Operation Center for Incident Command and Communication
Be Credible: CDC Emergency Communication System
Web
Clinicians Information Content
Policy
Research
Public Health
Health Educators
Media
Hotline
Press Briefing
s
Health Alerts
Secure Network
Veterinarians
Laboratorians
Academia
Business
Transportation Industry
Conference Calls
Communication Team
Trust in SpokespersonsOctober 28, 2001
---TOTAL---a great deal---quite a lot----
CDC Director (J. Koplan) 48 26 22
Surgeon General (D. Satcher) 44 21 23
AMA President (Richard Corlin) 42 20 22
Secretary DHHS (T. Thompson) 38 19 19
DHS Secretary (T. Ridge) 33 18 15
FBI Director (R. Mueller) 33 15 18
R. Blendon, Harvard Program on Public Opinion and Health and Social PolicyInternational Communications Research of Media, PA
Trust in SpokespersonsOctober 28, 2001
---TOTAL---a great deal---quite a lot----
Your own doctor 77 50 27
Fire department official 61 32 29
Police department official 53 24 29
Local hospital official 53 28 25
Health department leader 52 25 27
Your Governor 48 23 25
Local religious leader 46 27 19
R. Blendon, Harvard Program on Public Opinion and Health and Social PolicyInternational Communications Research of Media, PA
Spokesperson: Roles
• Take your organization from an "it" to "we"• Build trust and credibility• Remove the psychological barriers within the
audience • Gain support for the public health response. • Ultimately, reduce the incidence of illness,
injury, and death by getting it right
Spokesperson: Rules
• Don’t over reassure; acknowledge uncertainty• State steps that are in progress to learn more• Give anticipatory guidance• Be regretful, not defensive• Acknowledge people's fears and the shared
misery • Express wishes - "I wish we knew more."• Stop trying to allay panic – panic is rare
Facing Fear
• Rx action steps — action binds anxiety.• Rx things to decide — decision-making
enhances control • Encourage appropriate anger • Encourage love / camaraderie — soldiers fight
for their friends and family • Provide candid leadership — trust reduces fear • Show your own fear and show you can bear it —
“fearless” leaders are little help to a fearful public
Target Audience Psychology in Risk Communication
1n = 3p (one negative equals three positives)
• Balance negative messages with positive constructive / solution oriented messages
• Take care in using words like no, not, never, nothing, none – they can be misheard, misperceived, and misunderstood
Vincent T. Covello, Ph.D.Director of the Center for Risk Communication
SuccessfulCommunicationsSuccessfulCommunications
Crisis/RiskCommunicationsCrisis/RiskCommunications
Panic comes from mixedPanic comes from mixed messages messages
Short, concise, focussedShort, concise, focussed
Give action steps inGive action steps in positives positives
Repeat the messageRepeat the message
Interviews Interviews
Dos and Don’tsDos and Don’ts
Do: Prepare!Do: Prepare!
Don’t: Allow yourself to beDon’t: Allow yourself to be ambushed ambushed
Do: Anticipate questionsDo: Anticipate questions
Don’t: Speak before listeningDon’t: Speak before listening and thinking and thinking
Dos and Don’tsDos and Don’ts
Do: Be honestDo: Be honest
Don’t: Speculate, speak for otherDon’t: Speculate, speak for other agencies or give your opinion agencies or give your opinion
Do: Say “I don’t know”Do: Say “I don’t know”
Don’t: Say “No comment”Don’t: Say “No comment”
Dos and Don’tsDos and Don’ts
Do: Control the interviewDo: Control the interview
Don’t: Use jargon or acronymsDon’t: Use jargon or acronyms
Do: Say only what you wantDo: Say only what you want quoted quoted
How the Public Reacts to a Crisis
People simplifyPeople simplify Cling to current beliefsCling to current beliefs Remember what we see or previously Remember what we see or previously
experiencedexperienced Thirst for knowledgeThirst for knowledge What can be done, what do I do?What can be done, what do I do?
Communicating in a Crisis
• Be careful with comparisons - hazard Be careful with comparisons - hazard vs. outragevs. outrage
• Don’t over-reassure/tell exactly the Don’t over-reassure/tell exactly the way it isway it is
• Good news in subordinate clausesGood news in subordinate clauses
Communicating in a Crisis
• Acknowledge uncertaintyAcknowledge uncertainty
• Give people things to doGive people things to do
• Stop trying to allay publicStop trying to allay public
• Acknowledge people’s fearsAcknowledge people’s fears
Contributors to Poor Public Response
• Mixed messages from multiple expertsMixed messages from multiple experts• Information released lateInformation released late• No reality check on recommendationsNo reality check on recommendations• Not countering rumors and myths in Not countering rumors and myths in
real-timereal-time• Perceived uncertainty of who is in Perceived uncertainty of who is in
chargecharge
The Upside of News Media in a Crisis
• Disasters/Incidents are media events – we need Disasters/Incidents are media events – we need them therethem there
• Give important protective actions to the publicGive important protective actions to the public
• Media know how to reach audience and what Media know how to reach audience and what the audience wantsthe audience wants
The Upside of News Media in a Crisis
• Difficult to serve our public unless we Difficult to serve our public unless we assist the news mediaassist the news media
• If you give easy access and timely If you give easy access and timely and accurate information you get and accurate information you get desired outcomesdesired outcomes
Psychology Before a Crisis
• A disaster will not happen . . .
• A disaster will not happen to me . . .
• A disaster will not be that bad . . .
• If it happens and it is that bad, there is nothing I can do about it
(Barbara Reynolds, CDC)
Psychology in a Crisis
• Vicarious rehearsal• Denial• Stigmatization• Fear and avoidance• Withdrawal and feelings of hopelessness• Heightened anxiety, public confusion and stress (Barbara Reynolds, CDC)
How People Perceive RiskHow People Perceive RiskLower Perceived Risk Higher Perceived Risk1. Trustworthy sources Untrustworthy sources
2. Substantial benefits Few benefits
3. Voluntary Involuntary
4. Controllable Not controllable
5. Fair/equitable Unfair/inequitable
6. Natural origin Human origin (man made)
7. Familiar Unfamiliar/exotic
8. Not dreaded Dreaded
9. Certain Uncertain
10. Children not asvictims
Children as victims
Lower Perceived Risk Higher Perceived Risk11. Not memorable Memorable
12. Moral/ethical Immoral/unethical
13. Clear non-verbal message
Mixed non-verbalmessage
14. Responsive Unresponsive
15. Random/scattered Catastrophic
16. Little media attention Much media attention
17. Victims statistical Victims identifiable
18. Immediate effects Delayed effects
19. Effect reversible Effect irreversible
20. Scientifically well understood
Non scientifically wellunderstood
Bad Communication Adds to Crisis
• Mixed messages from multiple “experts”• Late information “overcome by events”• Over-reassuring messages• No reality check on recommendations• Myths, rumors, doomsayers not countered• Improper modeling of behavior, lack of affect,
bad humor by spokesperson/leader• Public power struggles and confusion
(Barbara Reynolds, CDC)
Good communication can…
• Reduce public’s exposure to risk
• Mobilize coordinated responses among health & safety workers
• Improve public’s response to crises
Timing is key!• “First out” sets the agenda, shapes the
message
• Don’t avoid communication - even if you have nothing specific to say
• Establish a presence with your spokesperson
• Set a schedule for communications - and stick to it!
Style is Often as Important as Content!
Image = Credibility
Take the right approach:
• Demonstrate awareness
• Take responsibility
• Acknowledge your role
• Respond to all inquiries
• Don’t “hide” from the issue
Take the right approach: (cont’d)
• Maintain consistency:– define key messages– appoint a spokesperson– stick to the plan
• Stick to the facts– don’t speculate or “invent” information– don’t be afraid to say “I don’t know”
Follow-up is Critical!
• Deliver any promised information
• Keep communicating after the immediate crisis is resolved
• Don’t forget your clients!
• Analyze impacts and plan “repairs”
• Don’t “pretend it never happened”
How about the media?• Primary source of community information,
but
• They shape the news as well as report it
• Media relations is a necessary skill
• Need to remember they’re doing their own job, not yours:– They’re not out to “get” you, but– They’re not there to help you either!
How do you deal with the media?• Take time to prepare before responding• Have your own agenda, messages• You control the content!• Don’t invent, improvise or speculate• Don’t “lose it”• Follow up promptly;
– supply requested information– contact others who may be next!
What does the world want to What does the world want to see?see?
Acceptance of responsibilityAcceptance of responsibilityWillingness to take positive stepsWillingness to take positive steps
The ideal spokesperson:The ideal spokesperson:
Polite and patientPolite and patientWell-informed and authoritativeWell-informed and authoritativeAccurate and reliableAccurate and reliableArticulateArticulateAvailableAvailableTrustworthyTrustworthyEvidently committed to the processEvidently committed to the process