How Public Perceive Health Messages? ASEAN Risk Communication TOT, IHM, 17-19 December 2012, Kuala...
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How Public Perceive Health Messages? ASEAN Risk Communication TOT, IHM, 17-19 December 2012, Kuala Lumpur. Hjh Zawaha Hj Idris Institute for Health Behaviour
How Public Perceive Health Messages? ASEAN Risk Communication
TOT, IHM, 17-19 December 2012, Kuala Lumpur. Hjh Zawaha Hj Idris
Institute for Health Behaviour Research Ministry of Health
Malaysia
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Structure of Presentation Understanding Public Perception on
Health Messages What are their needs in crisis Audience Judgments
on messages Tips in Preparing Health Messages
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Perception references how individuals understand and view a
stimulus or an event.
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How the Public Perceives Health Messages Health risk is an
intangible concept. The public responds to easy solutions. People
want absolute answers. The public may react unfavorably to fear.
The public doubts the verity of science.
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Continue The Public has other priorities. Individuals do not
feel personally susceptible. The public holds contradictory
beliefs. The public lacks a future orientation. The public
personalizes new information. The public does not understand
science.
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Public Perception on HINI
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Health Belief Model (HBM) on H1N1 Outbreak HBM Construct Part 1
n(%) Part 2 n(%) Part 3 n(%) Part 4 n(%) Part 5 n(%) Perceived
susceptibility (Are you are susceptible to H1N1?) 412 (30) 367
(25.5) 505 (36.0) 477 (36.7) 414 (53.7) Perceived severity (In your
opinion, if infected with H1N1, does it harm you?) 1130 (82.2) 1123
(78.0) 1158 (82.5) 1055 (80.1) 877 (84.9) PERCEIVED THREAT 380 (28)
339 (24) 480 (34) 450 (34) 386 (37) Perceived risk (If infected
with H1N1, have other people at risk of infection if you do not
cover your mouth/nose when coughing/ sneezing?) 1166 (84.8) 1156
(80.3) 1229 (87.6) 1093 (83) 824 (89.6) Perceived Benefit (if
infected with H1N1, does it pay benefits if you isolate yourself
> 1 meter.) 998 (72.6) 987 (68.6) 1062 (75.7) 970 (73.7) 824
(79.8) 8
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Click on Language to view TVC B.Malaysia English Mandarin
Tamil
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In a serious crisis, all affected people take in information
differently, process information differently and act on information
differently (Reynolds, 2002)
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What the public seeks in a crisis Gain the wanted facts needed
to protect them, their families and their pets from the dangers
they are facing Make well-informed decisions using all available
information Have an active, participatory role in the response and
recovery Act as a watch-guard over resources, both public and
donated monies Recover or preserve well-being and normalcy,
including economic security
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5 Communication failures that kill operational success Mixed
messages from multiple experts Information released late
Paternalistic attitudes Not countering rumours and myths in real
time Public power struggles and confusion
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Audience judgments about your message Speed of communication
Speed of communication Trust and credibility of the message Trust
and credibility of the message Empathy and caring Competence and
expertise Honesty and openness Commitment Accountability
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Preparing Health Messages 1. Identifying stakeholders early in
the communication process 2. Anticipating stakeholder questions and
concerns before they are raised; 3. Organizing our thinking and
developing prepared messages in response to anticipated stakeholder
questions and concerns; 4. Developing key messages and supporting
information within a clear, concise, transparent, and accessible
framework; 5. Promoting open dialogue about messages both inside
and outside the organization; 6. Providing user friendly guidance
and direction to spokespersons; 7. Ensuring that the organization
has a central repository of consistent messages; 8. Encouraging the
organization to speak with one voice.
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Outbreak area Affected people Outbreak area: Affected people
Primary Affected Population i.e. Close contact/ family members/
neighbours/ caretakers olicy makers, politicians Decision Makers/
Regulators i.e Policy makers, politicians General population of the
affected country, Neighboring countries, WHO, CDC, Active Interests
i.e. General population of the affected country, Neighboring
countries, WHO, CDC, Local/ International media, Other agencies
Local/ International media, Other agencies Other audiences
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7 steps are involved in constructing a message map 1. Identify
who are affected? Identify who are affected? 2. Identify a complete
list of specific concerns for each important stakeholder group. 3.
Analyze the lists of specific concerns to identify common sets of
underlying general concerns. 4. Develop key messages in response to
each stakeholder question, concern, or perception
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5. Develop supporting facts and proofs for each key message 6.
Conduct systematic message testing using standardized message
testing procedures. 7. Plan for the delivery of the prepared
message maps through: (1) a trained spokesperson; (2) appropriate
communication channels; and (3) trusted individuals or
organizations
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Solutions to mental noise theory that guide key message
development specifically, and message mapping generally, include:
Developing 3 key messages or one key message with three parts for
each underlying concern or specific question (conciseness) Keeping
individual key messages brief: ideally less than 3 seconds or less
than 9 words for each key message and less than 9 seconds and 27
words for the entire set of three key messages (brevity) Developing
messages that are clearly understandable by the target audience:
typically at the 6 th to 8 th grade readability level for
communications to the general public (clarity)
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Additional solutions include: Placing messages within the
message set so that the most important messages occupy the first
and last positions Citing third parties that are perceived as
credible Developing key messages and supporting information that
address important risk perception and outrage factors such as
trust, benefits, control, voluntariness, dread, fairness,
reversibility, catastrophic potential, effects on children,
memorability, morality, origin, and familiarity
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Using graphics, visual aids, analogies, and narratives (e.g.,
personal stories), which can increase an individuals ability to
hear, understand, and recall a message by more than 50 percent
Balancing negative key messages with positive, constructive, or
solution oriented key messages, employing a ratio of least 3:1
Avoiding unnecessary, indefensible, or non- productive uses of the
words no, not, never, nothing, none
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Tips to Ponder Who is perceived to be most trustworthy Who is
best suited to communicate risk messages What messages are most
effective What messages are most respectful of different values and
worldviews What messages raise moral or ethical issues What
messages are most respectful of process Where, when, and how the
risk information should be communicated
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In Summary Identifying audience Audience segmentation.
Prioritize audience according to risk Audience knowledge,
perception and motivation. Develop messages based on audience
perception.
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Touch Heart - Message Development Simplicity Timely Adequate
Relevance Credible
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Ask Me Four What is the problem? How does the problem affect
me? What I need to know? What I need to do?
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Target Group. Main concern Key message 1 How Influenza A (H1N1)
Spreads Supportive message 1 Supportive message 2 Supportive
message 3 Key message 2 What your child can do to avoid getting
influenza A H1N1 Supportive message 1 Supportive message 2
Supportive message 3 Key message 3 What Pregnant Women Should Know
About Influenza A(H1N1)Virus Supportive message 1 Supportive
message 2 Supportive message 3 AREA of CONCERN
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Sources: Cavello V.T 2002.
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References 1. Cavello V.T., 2001, Journal of Urban Health:
Bulletin of the New York Academy of Medicine,Volume 78, No. 2, pg.
382-391, June 2001 2. Cavello V.T, 2002, Message Mapping, Risk and
Risk Communication, Invited Paper Presented at the World Health
Organization Conference on Bio- terrorism and Risk Communication,
Geneva, Switzerland. 3. Bennett, P. (1999) Understanding responses
to risk: some basic findings. In Risk Communication and Public
Health (eds P. Bennett and K. Calman), pp. 319,Oxford University
Press, Oxford. 4. Bennett, P., Coles, D. and McDonald, A. (1999)
Risk communication as a decision process. In Risk Communication and
Public Health (eds P. Bennett and K. Calman), pp. 207221, Oxford
University Press, Oxford. 5. Communicating in a Crisis: Risk
Communication Guidelines for Public Officials. 2002. Center for
Mental Health Services, Substance Abuse and Mental Health Services
Administration, Washington D.C.