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Find out all you can about the interview before-hand:• Which paper, magazine?• Who is the journalist?• Area of questioning?

Be assertive - the journalist has come to you because you know something he/she does not. You are important.

Anticipate awkward questions – think through all the positive things you can say. Always challenge a negative assumption.

SOCIAL COHESION INITIATIVE

Specific Guidelines for Print Interviews

Don't think that because print reporters have more space they may use longer quotes.

Don't fall for the "when did you stop beating your wife" or the "isn't it true that"(put you on the defensive) line of questioning.

There is no such thing as “Off the record” - assume all you say will be published;

always make a record to your interviews. Do not relax until the reporter has gone -

some of the best quotes /and worst blunders/ come from a passing shot at the door.


Specific Guidelines for Print Interviews


Crisis PR-Communication

Crisis communication

planning can help you deal

effectively with those

unexpected disasters,

emergencies or other unusual events

that may cause unfavourable publicity

for your organisation.


Crisis PR-CommunicationGeneral tips

Before the crisis, successful communication will depend, in large part, on the preparations you make long before the emergency occurs.

Be prepared - it is possible to list and prepare for those potential negative scenarios that might occur Do the right thing - In any emergency situation it is imperative that you put the public interest ahead of the organisation's interest



Bring the situation under control, if possible, always protect people first and property second. Communicate quickly and accurately positive, assertive communication, give factual information - don't speculate. Report your own bad news, don't allow another source to inform the media first. Avoid panic - one of the best ways is to control the flow of information.



Keep internal public informed In addition to working with the media, a good

crisis communication plan allows for communication with members of the organisation. Your spokesperson should be forthright in dealing with media questions

Media will expect: complete honest information; background material; some indication of how the organisation intends to proceed; information about the impact on your staff and volunteers; regular updates and after-the-crisis follow up



Your spokesperson should not respond to media questions with “No comment" Some good answers examples:

• "We've just learned about the situation and are trying to get more complete information now." • "All our efforts are directed at bringing the situation under control, so I'm not going to speculate on the cause of the incident." • "I'm not the authority on that subject. Let me have our Mr. XXX call you right back." • "We're preparing a statement on that now. Can I fax it to you in about two hours?"



After The Crisis• Declare an end to the crisis - it is most important for your organisation to signal an end to the crisis situation • Follow up - stay in touch with the community after a crisis, especially with those directly affected; keep the media informed of any updates in the situation • Perform an act of goodwill - do this during or immediately after a crisis when appropriate and possible.• Revise your crisis communication plan to reflect what you have learned.


Health communication

Health communication encompasses the study and use of communication strategies to inform

and influence individual and community decisions that enhance health.

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