crisis and emergency risk communication guatemala city, guatemala march 2014
TRANSCRIPT
Crisis and EmergencyRisk Communication
Crisis and EmergencyRisk Communication
Guatemala City, Guatemala
March 2014
Risk Communication vs Emergency Communication
Risk Communication vs Emergency Communication
During emergencies public health responders must effectively ensure the following types of communication – Institutional
Intra-inter-agencies/institutions, across levels Inter-sectorial
– Operational To health care workers and respondents (e.g.
alerts, guidance documents To ensure the coordination of the response
– To the public (risk communication)
• Extremely time pressuring
• Unpredictable & unfolding
• Socially and economically disruptive
• Behaviour–centred & anxiety generator
• Involving multiple stakeholders
• Shifting from national to international
Health crisis are uniqueHealth crisis are unique
Under the IHR, risk communication includes a range of interventions through preparedness, response and recovery of a health crisis for
• informed decisions• positive behaviour interventions• maintenance of trust
to minimize its public health impact.
Communicating during crisis is a capacity Communicating during crisis is a capacity requirement under the IHRrequirement under the IHR
Risk Communication Working Group, March 2009, Lyon
Risk assessment Risk perception
Risk communication
Risk management
Risk Communication – Outbreak Communication – Crisis Communication – Emergency Communication - Information – Education - Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization – Advocacy – Information Officer – Media Officer –
Communication Officer – Reporting Officer – Advocacy Officer - Development Support Communication – Pandemic Communication – Animal Health Communication – Human Health
Communication – Media Relations – Donor Relations – Corporate Relations – External Relations – Public Relations - Risk Communication – Outbreak Communication – Crisis Communication –
Emergency Communication - Behaviour Change Communication – Development Communication – Participatory Communication – Programme Communication – Information – Education -
Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization – Advocacy – Information Officer – Media Officer – Communication Officer – Reporting Officer – Advocacy Officer - Development Support Communication – Pandemic Communication –
Animal Health Communication – Human Health Communication – Media Relations – Donor Relations – Corporate Relations – External Relations – Public Relations - Risk Communication – Outbreak
Communication – Behaviour Change Communication – Development Communication – Participatory Communication – Programme Communication – Information – Education - Risk Communication –
Outbreak Communication – Crisis Communication – Emergency Communication - Behaviour Change Communication – Development Communication – Participatory Communication – Programme
Communication – Information – Education - Communication – Public Awareness – Public Education – Social Mobilization – Community Mobilization - Risk Communication – Outbreak Communication –
Crisis Communication – Emergency Communication - Behaviour Change Communication
Do we have a shared understanding of Do we have a shared understanding of ‘‘risk communication’?risk communication’?
WHO believes that it is high time to acknowledge
crisis communication crisis communication as essential to outbreak
control as epidemiological training and laboratory
analysis.
Risk assessment
Event detection
Crisis communication
Con
trol
mea
sure
s
Evaluation
Event management cycleEvent management cycleEvent management cycleEvent management cycle
• Expert consultation on Outbreak Communication (2004)
• WHO evidence-based communication guidance (2004)
• Outbreak Communication Planning Guide (2008)
• Communication for behavioural impact (COMBI) (2012)
WHO crisis communication guidance started in 2004WHO crisis communication guidance started in 2004
Literature & field experienceLiterature & field experience
« The overriding goal for outbreak
communication is to communicate with the public in ways
that build, maintain or
restore TrustTrust »
WHO Outbreak Communication Guidelines
Your motives
Are the risk managers acting to safeguard my
health?
Your honesty
Are the risk managers
holding back information?
Your skills
Are the risk managers
skilled enough to do the job?
Trust is the public perception Trust is the public perception ofof
Trust is the public perception Trust is the public perception ofof
Trust is the pillar of outbreak Trust is the pillar of outbreak controlcontrol
Trust is the pillar of outbreak Trust is the pillar of outbreak controlcontrol
« …the less people trust those who are supposed to protect
them, the more afraid the public will be and less likely they will be
to conform their choices and behavior with outbreak
management instructions ».WHO Outbreak Communication Guidelines
Trust is essential between
• communicators and policy makers;
• communicators and technical responders.
Building trust is also an internal processBuilding trust is also an internal process
The internal trust relationship is the “Trust Triangle”
Trust Tec
hnic
al
resp
onde
rs
Com
municators
Policy makers
Crisis Communication - Core Capacity Crisis Communication - Core Capacity ComponentsComponents
Crisis Communication - Core Capacity Crisis Communication - Core Capacity ComponentsComponents
PLANNINGPLANNING
2. Public communication coordination
1. Transparency and early announcement of a real or
potential risk
4. Listening through dialogue
3. Information dissemination including
media relations
1. Transparency and Early 1. Transparency and Early announcement of a real or announcement of a real or
potential riskpotential risk
1. Transparency and Early 1. Transparency and Early announcement of a real or announcement of a real or
potential riskpotential risk Those at real or potential risk can protect themselves; Trust between authorities populations and partners is maintained and strengthened.
2. Public communication 2. Public communication coordinationcoordination
2. Public communication 2. Public communication coordinationcoordination
Existing public communication resources are used;
Messages are coordinated and confusion and overlap are reduced;
Reach and influence of provided advice are strengthened.
3. Information dissemination 3. Information dissemination including Media relationsincluding Media relations
3. Information dissemination 3. Information dissemination including Media relationsincluding Media relations
Rapid and effective dissemination of information is crucial during health crisis and mass media are the pillar of it.
Not only media!•Health care workers; •Local and religious leaders;•Citizens’ representatives;•SMS •Social media; •Internet;•Toll-free telephone numbers;•Door-to-door visits
4. Listening through dialogue4. Listening through dialogue4. Listening through dialogue4. Listening through dialogue
Community perceptions of risks are understood;
Adaptations to messages, materials and strategies are made;
Effectiveness of communication efforts is ensured to support sound decision making.
1. Assessment
2. Coordination
3. Transparency
4. Listening
5. Communication evaluation
6. Emergency communication plan
7. Training
If crisis are difficult to predict, an outbreak If crisis are difficult to predict, an outbreak communication strategy can be plannedcommunication strategy can be planned
People respond to what outberak
controllers do, not just to what they say.
Crisis communication must be integrated in
risk management form the start.
Crisis Communication - Crisis Communication - Lifecycle Lifecycle Crisis Communication - Crisis Communication - Lifecycle Lifecycle
Maintenance Evaluation
• Prepare• Make alliances• Agree on recommendations• Test messages
• Explain• Inform• Establish credibility• Guide action• Commit to communication
• Foster understanding of risks• Provide background• Foster support for plans• Listen• Empower
about risks • Educate for future response• Individual action• Support for relevant policies
• Promote agency activities
• Evaluate plan• Lessons learned• Identify
improvement
Communication planning allows decision making Communication planning allows decision making
1. What is the situation?
2. Why communicate?
3. To whom?
4. How?
5. When?
6. Who?
7. With what?
8. How is it going on?
9. How effective?
Evaluate the situation in context and time
Set objectives
Define target audience(s)
Outline strategy, channels and tools
Draw a timeline of action
Identify roles and partners
List human and economic resources
Monitor communication impact
Adjust the communication strategy
Gaps and challenges Gaps and challenges (from experience and feedback)
Gaps and challenges Gaps and challenges (from experience and feedback)
General devaluation of communication, not seen as a science;
Disconnect between technical and communication responders;
Low recognition of crisis communication capacity needs before a crisis starts;
Perception of crisis communication as an “add-on” not integrated in planning processes;
Limited financial and human resources dedicated to communication planning;
Unsuitability of planned procedures due to other sectors’ involvement and/or lead taken by the highest government’s level.
• Extremely time pressuring
• Unpredictable & unfolding
• Socially and economically disruptive
• Behaviour–centred & anxiety generator
• Involving multiple stakeholders
• Shifting from national to international
Crisis communication is designed for Crisis communication is designed for health crisishealth crisis
Information dissemination
Dealing with uncertainty
Coordination - Listening
Listening
Coordination
Coordination
Crisis Communication Resources Crisis Communication Resources Crisis Communication Resources Crisis Communication Resources
• WHO Outbreak Communication Guidelines (2005)www.who.int/infectious-disease-news/IDdocs/whocds200528/whocds200528en.pdf
• WHO Outbreak Communication Planning Guide (2008)www.who.int/ihr/elibrary/WHOOutbreakCommsPlanngGuide.pdf
•WHO Communication for behavioural Impact (2012)http://www.who.int/ihr/publications/combi_toolkit_fieldwkbk_outbreaks/en/
•CDC Crisis and Emergency Risk Communication Manual http://emergency.cdc.gov/CERC/
• PAHO Risk and Outbreak Communication http://new.paho.org/hq/index.php?option=com_content&view=article&id=1940&Itemid=1923&lang=en
Crisis Communication - Crisis Communication - Lifecycle Lifecycle Crisis Communication - Crisis Communication - Lifecycle Lifecycle
Maintenance Evaluation
• Prepare• Make alliances• Agree on recommendations• Test messages
• Explain• Inform• Establish credibility• Guide action• Commit to communication
• Foster understanding of risks• Provide background• Foster support for plans• Listen• Empower
about risks • Educate for future response• Individual action• Support for relevant policies
• Promote agency activities
• Evaluate plan• Lessons learned• Identify
improvement
What the public seeks from your communication
What the public seeks from your communication
5 public concerns. . .
1. Gain wanted facts
2. Empower decisionmaking
3. Involved as a participant, not spectator
4. Provide watchguard over resource allocation
5. Recover or preserve well-being and normalcy
Crisis and Emergency Risk Communication impacts
Crisis and Emergency Risk Communication impacts
5 organizational concerns -- you need to. . .
1. Execute response and recovery efforts
2. Decrease illness, injury, and deaths
3. Avoid misallocation of limited resources
4. Reduce rumors surrounding recovery
5. Avoid wasting resources
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
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
Psychology of a Crisis
Psychology of a Crisis
What Do People Feel Inside When a Disaster Looms or Occurs?
What Do People Feel Inside When a Disaster Looms or Occurs?
Psychological barriers:1. Denial2. Fear, anxiety, confusion, dread3. Hopelessness or helplessness4. Seldom panic
Individuals at risk—the cost?Individuals at risk—the cost?
Demands for unneeded treatment Dependence on special relationships (bribery) MUPS—Multiple Unexplained Physical
Symptoms Self-destructive behaviors Stigmatization
Communicating in a Crisis Is DifferentCommunicating in a Crisis Is Different
Public must feel empowered – reduce fear and victimization
Mental preparation reduces anxiety Taking action reduces anxiety Uncertainty must be addressed
Decisionmaking in a Crisis Is DifferentDecisionmaking in a Crisis Is Different
People simplify Cling to current beliefs We remember what we see or previously
experience (first messages carry more weight) People limit intake of new information (3-7 bits)
How Do We Communicate About Risk in an Emergency?
How Do We Communicate About Risk in an Emergency?All risks are not accepted equally Voluntary vs. involuntary Controlled personally vs. controlled by others Familiar vs. exotic Natural vs. manmade Reversible vs. permanent Statistical vs. anecdotal Fairly vs. unfairly distributed Affecting adults vs. affecting children
Be Careful With Risk Comparisons
Be Careful With Risk Comparisons
Are they similarly accepted based on– high/low hazard (scientific/technical measure)– high/low outrage (emotional measure)
A. High hazard B. High outrage
C. Low hazard D. Low outrage
Risk Acceptance ExamplesRisk Acceptance Examples
Dying by falling coconut or dying by shark– Natural vs. manmade– Fairly vs. unfairly distributed– Familiar vs. exotic– Controlled by self vs. outside control of self
Emergency Risk Communication Principles
Emergency Risk Communication Principles
Don’t overreassure Acknowledge that there is a process in place Express wishes Give people things to do Ask more of people
Risk Communication Principles for Emergencies
Risk Communication Principles for Emergencies
When the news is good, 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.”
“Although the fires could still be a threat, we have them 85% contained.”
Risk Communication Principles for Emergencies
Risk Communication Principles for Emergencies
Under promise and over deliver . . .
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
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.
Six PrinciplesSix Principles Be First: If the information is yours to provide by
organizational authority—do so as soon as possible. If you can’t—then explain how you are working to get it.
Be Right: Give facts in increments. Tell people what you know when you know it, tell them what you don’t know, and tell them if you will know relevant information later.
Be Credible: Tell the truth. Do not withhold to avoid embarrassment or the possible “panic” that seldom happens. Uncertainty is worse than not knowing—rumors are more damaging than hard truths.
Six PrinciplesSix Principles
Express Empathy: Acknowledge in words what
people are feeling—it builds trust.
Promote Action: Give people things to do. It calms anxiety and helps restore order.
Show Respect: Treat people the way you want to be treated—the way you want your loved ones treated—always—even when hard decisions must be communicated.
StigmatizationStigmatization
Why people stigmatizeWhy people stigmatize
Shortcut when uncertainty and threat are both present to protect against physical and emotional harm
Occurs in a social context Expect it early in a severe influenza pandemic
unless dominant group first to become ill
The toll of stigmatizationThe toll of stigmatization
Emotional pain (e.g., stress & anxiety) Limited access to health care, education,
housing, and employment Physical violence Affects minority groups differently Potential for group conflict (i.e., a group-level
ethnocentric worldview)
Role for communicationRole for communication
Communication must balance the real risk with needless association of an identifiable group
Take an active role in dispelling misperceptions Correct faulty assumptions
Steps before, during & afterSteps before, during & after
Avoid geographic links if not necessary (e.g., Spanish pandemic versus 1918 pandemic)
Avoid visuals that link group to threat--watch out
for subconscious links: Avian Influenza H5N1
Teach response professionals about stigma Share with media the concern Scan for stigma and confront quickly Watch out when creating historical products
Understanding loss and
bereavement
Understanding loss and
bereavement
Grief and mourningGrief and mourning
The circumstances of the death Nature of the relationship to deceased Prior loss experience Secondary losses Grieving is done in a cultural context
Severe outbreak and lossSevere outbreak and loss
Multiple deaths in families Truncated bereavement rituals Potential for kinship from shared misery Responders could feel guilt
Compassion in communicationCompassion in communication
People will expect demographic details of first deaths (“How do I compare?”)
Look of official reports must be respectful (web) Responders may be losing members too People mourn financial loss too
Theories of grief & mourningTheories of grief & mourning
Dual process model (loss-oriented vs restoration-oriented
Integrative model—family oriented Death of a child (“Parents expect to see their
children grow and mature”) Disenfranchised grief
Cultural differencesCultural differences
Acceptance versus avoidance U.S. dominant group culture
– Little interaction with death/dying– Care ends at gravesite ceremony– No transition period from life to death– Death is failure, to be avoided
Dominant group expectationsDominant group expectations
Rational is more important than emotion Move to restoration orientation quickly Rituals not important
Understanding bereavement rituals of host culture is important—South American Wari tribe
Cultural differences?Cultural differences?
Have you been to a funeral outside your own culture? What is the color of mourning?
What matters matters a lot Acculturation attenuates differences—don’t
stereotype Religious difference are cultural differences Bereavement ignored will cost in
personal/community resilience
Messages and Audiences
Messages and Audiences
The STARCC PrincipleThe STARCC Principle
Your public messages in a crisis must be:
Simple
Timely
Accurate
Relevant
Credible
Consistent
What the Public Will Ask FirstWhat 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 FirstWhat 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?
Judging the MessageJudging the Message
Speed counts – marker for preparedness Facts – consistency is vital Trusted source – can’t fake these
Match Audiences and Concerns
Match Audiences and Concerns
Audiences Victims and their families Politicians First responders Trade and industry Community far outside
disaster Media
Concerns Opportunity to express
concern Personal safety Resources for response Loss of revenue/liability Speed of information flow Anticipatory guidance Family’s safety
Perceptions of governmentPerceptions of government
Wide range from distrust to confidence Government withholds information Importance of local health and elected
authorities Government should operate with complete
openness and disclosure
Emergency InformationEmergency Information
Any information is empowering Benefit from substantive action steps Plain English Illustrations and color Source identification
Accuracy of Information
__________
Speed of Release
Empathy+
Openness
CREDIBILITY
Successful Communication
=+
TRUST
Initial MessageInitial Message
Must Be short Be relevant Give positive action steps Be repeated
Initial MessageInitial Message
Must Not Use jargon Be judgmental Make promises that can’t be kept Include humor
Writing for the Media During a Crisis
Writing for the Media During a Crisis
The pressure will be tremendous from all quarters.
It must be fast and accurate. It’s like cooking a turkey when people are
starving. If information isn’t finalized, explain the process.
International Crises & Cultural
Competence
International Crises & Cultural
Competence
Communication assumptionsCommunication assumptions
Job to prevent illness or death, restore or maintain calm, engender confidence in response
Emergencies are chaotic so roles should be simplified
Confusion is reduced with fast, relevant, simple and consistent messages
Communication resources will be limited
What we knowWhat we know
The more the public knows about our efforts to openly share information, the more they trust us
Messages are judged based on trustworthiness Some differences don’t matter, some do
Differences that matterDifferences that matter
Role of culture– All individuals like no other (individual) – All individuals like some others (culture)– All individuals like all others (homo sapiens)
Collectivism and Individualism (in-group versus out-group)
Cultural beliefs held more strongly during crisis Communication styles differ by culture
Let’s discuss what culture isLet’s discuss what culture is
Countless value, languages, customs, ethics . . Culture-general knowledge and culture-specific
knowledge Example: culture general—enter new culture
look for differences in: authority, delegation, etiquette, communication styles
Example: culture specific—know the specifics of a culture as it compares to your own
Value of cultural competenceValue of cultural competence
Reduces ethnocentric thinking and behavior (adaptability in crisis is a strength)
Trust builds more quickly Beware of cultural “gotchas” in self and others
Quick exercise: How cultures differ
Quick exercise: How cultures differ
• Crowd or audience behaviors
• How often we smile or to whom
• How we see old age• How open or guarded
we are with information• What is or is not ethical
behavior• Importance of
competition
How time is understood and used
The importance of harmony in a group
What’s polite or impolite If, how and when we touch
each other What is beautiful or ugly What we believe we need or
don’t need
Cultural ConflictCultural Conflict
Cultural conflict dimensions. content and relational all have, cultural conflict adds the third one--"a clash of cultural values."
Acknowledge conflict contains a cultural dimension
Understanding your own culture and developing cultural awareness by acquiring a broad knowledge of values and beliefs of other cultures
Cultural communication stylesCultural communication styles
Communication occurs when sender’s message is received
Messages that do not challenge cultural beliefs will be more easily received
Stakeholder/ Partner
Communication
Stakeholder/ Partner
Communication
Stakeholder/Partner Communication
Stakeholder/Partner Communication
Stakeholders have a special connection to you and your involvement in the emergency.
They are interested in how the incident will impact them.
Partners have a working relationship to you and collaborate in an official capacity on the emergency issue or other issues.
They are interested in fulfilling their role in the incident and staying informed.
Stakeholders can be . . .Stakeholders can be . . .
Advocate–maintain loyalty Adversary–discourage negative action Ambivalent–keep neutral or move to advocate
Sources of Social PressureSources of Social Pressure
What will I gain? What will it cost me? What do those important to me want me to do? Can I actually carry it out?
Trust and MistrustTrust and Mistrust
Stakeholders judge the response to an issue or crisis based on trust
Trust is the natural consequence of promises fulfilled
Mistrust is an outgrowth of the perception that promises were broken and values violated
CDC fulfills trust by combining our best science with strong ethics and values
Consequences of mistrustConsequences of mistrust
Health recommendations ignored and disease and death go up
Demands for misallocation of resources Public health policies circumvented Opportunists prey on others in the “trust gap” Fiscal and medical resources are wasted
We can’t accomplish our mission
Causes of conflict: perception by either party
of
Causes of conflict: perception by either party
of Superiority Injustice Distrust Vulnerability Helplessness
Egregious Mistakes Egregious Mistakes
Deny the problem exists Shoot the messenger Respond with silence Respond with evasion/half truths Selectively tell the story Overtell the story Take an “I” perspective Point fingers
Why do people come to the town hall?
Why do people come to the town hall?
Then why do we conduct meetings the way we do?
Convening a Citizen’s ForumConvening a Citizen’s Forum
Acknowledge concerns Encourage fact-finding Share power Act trustworthy Offer contingent commitments
Empower Group DecisionmakingEmpower Group Decisionmaking
Identify alternatives Analyze alternatives Present all scientific information Choose “want” versus “must” criteria Reach a clear, justifiable decision
Don’t lecture at the TownhallDon’t lecture at the Townhall
Easy but not effective Doesn’t change thoughts/behaviors Key: don’t give a solution, rather help audience
discover solution by asking questions
Dealing With Angry PeopleDealing With Angry People
Anger arises when people. . . Have been hurt Feel threatened by risks out of their control Are not respected Have their fundamental beliefs challenged
Sometimes, anger arises when . . . Media arrive Damages may be in play
High-Outrage Public Meetings
High-Outrage Public Meetings
“Do’s” The best way to deal with criticism and outrage
by an audience is to acknowledge that it exists. (Don’t say, “I know how you feel.”)
Practice active listening and try to avoid interrupting.
State the problem and then the recommendation.
High-Outrage Public Meetings
High-Outrage Public Meetings
“Don’ts” Don’t take personal abuse. You represent your
agency and you are not alone. Bring along a neutral third party who can step in and diffuse the situation.
Don’t look for one answer that fits all and don’t promise what you can’t deliver.
Acting TrustworthyActing Trustworthy
Share information early Acknowledge the concerns of others Under-promise and over-deliver Select a spokesperson who is never
condescending Use third-party validators/advocates
Stakeholder PreplanningStakeholder Preplanning
Do an assessment Identify stakeholders Query stakeholders Prioritize by relationship to incident Determine level of “touch”
Responding to StakeholdersResponding to Stakeholders
Standby statement Reaction action plan Web page for partners Conference call Meet face-to-face Commit to a schedule of updates
Gaining AcceptanceGaining Acceptance
Accumulate “yeses” Don’t say “but”—say “yes, and”
Risk Communications PlanRisk Communications Plan
Create and update your planCreate and update your plan
Integrate into overall emergency response plan Endorsed by higher-ups Input from stakeholders Coordinate with partners Longer is not better Practice, practice, practice
10 Steps for Success10 Steps for Success1. Obtain signed endorsement from leadership
2. Designate responsibilities for media, public, social media, and partner teams
3. Verify clearance/approval procedures
4. Establish agreements on who releases what, when, and how
5. Maintain current staff, partner and media contact lists (including after-hours contacts)
6. Build relationships with partners and media
7. Establish procedures to coordinate with other response teams
8. Designate spokespersons for public health issues
9. Have agreements and procedures to join the joint information center of the emergency operations center
10.Develop procedures to secure needed resources (space, equipment, people)
Applying the PlanApplying the Plan
1. Verify the situation
2. Notify others
3. Conduct crisis assessment
4. Organize assignments quickly
5. Prepare information and obtain approvals
6. Release information through prearranged channels
7. Obtain feedback and conduct evaluation
8. Conduct public education
9. Monitor events
Social Media: Crisis Role
Social Media: Crisis Role
Sources of Social PressureSources of Social Pressure
What will I gain? What will it cost me? What do those important to me want me to do? Can I actually carry it out?
CDC: Why social media in a crisis
CDC: Why social media in a crisis
Need to be where people are Leverage unique characteristics of emerging
channels Tailored health messages Facilitates interactive communication and
community Empowers people in making health decisions
CDC Audiences Use Social Media
CDC Audiences Use Social Media
Those who use social media on CDC.gov:– Have higher satisfaction ratings (84 out of
100) than those who do not use CDC social media tools (79 out of 100)
– Are more likely to return and recommend the site to others than those who do not use CDC social media tools
– Rate CDC as more trustworthy that those who do not use CDC’s social media tools
Trust, transparency & participation in government
Trust, transparency & participation in government
Pilot to measure TTP in government CDC scored higher than other Fed agencies/benchmark Largest difference for collaboration online
Participant CDC Total Difference
Online participation
73 65 8
Collaboration 80 68 12
Trust 87 81 6
www.cdc.gov/socialmediawww.cdc.gov/socialmedia
Working With the Media
Working With the Media
Disasters Are Media Events Disasters Are Media Events
We need the media to be there. Give important protective actions for the public. Know how to reach their audiences and what
their audiences need.
Response Officials ShouldResponse Officials Should
Understand that their job is not the media’s job Know that they can’t dismiss media when they’re
inconvenient Accept that the media will be involved in the
response, and plan accordingly
Response Officials ShouldResponse Officials Should
Attempt to provide all media equal access Use technology to fairly distribute information Plan to precredential media for access to
EOC/JOC or JIC Think consistent messages
Response Officials Should Not
Response Officials Should Not
Hold grudges Discount local media Tell the media what to do
How To Work With ReportersHow To Work With Reporters
Reporters want a front seat to the action and all information NOW.
Preparation will save relationships. If you don’t have the facts, tell them the process. Reality Check: 70,000 media outlets in U.S.
Media cover the news 24/7.
Media, Too, Are Affected by Crises
Media, Too, Are Affected by Crises
Verification Adversarial role National dominance Lack of scientific expertise
Command PostCommand Post
Media will expect a command post. Official channels that work well will discourage reliance on nonofficial channels.
Be media-friendly at the command post—prepare for them to be on site.
SpokespersonSpokesperson
Role of a Spokesperson in an Emergency
Role of a Spokesperson in an Emergency
Take your organization from an “it” to a “we” Build trust and credibility for the organization 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
Pitfalls for SpokespersonsPitfalls for Spokespersons
Use of jargon Humor Repeating the negative Expressing personal opinions Showing off your vocabulary
SpokespersonSpokesperson
How to be an effective and trusted spokesperson in 5 minutes of less
Great Spokesperson Step 1Great Spokesperson Step 1
It’s more than “acting natural.” Every organization has an identity. Try to embody that identity.
Example: CDC has a history of going into harm’s way to help people. We humbly go where we are asked. We value our partners and won’t steal the show. Therefore, a spokesperson would express a desire to help, show courage, and express the value of partners. “Committed but not showy.”
Great Spokesperson Step 2Great Spokesperson Step 2
Know your audience Your audience is NOT the reporter interviewing
you