2006 Crisis Emergency Risk Communication En ppt

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


different What the public seeks from

its leader Five communication failures Five communication steps for





message





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








message





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








message





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



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



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




success During a disaster, what

people feel? Expected behaviors that must



message





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








message





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








message





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








message





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








message





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








message





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








message





The STARCC PrincipleThe STARCC Principle

Your public messages in a crisis must be:

Simple

Timely

Accurate

Relevant

Credible

Consistent








message





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








message





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








message





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.


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.”


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.


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)


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


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.



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.



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.



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



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.



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



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).



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.



Five Key Elements To Build TrustFive Key Elements To Build Trust

Expressed empathyExpressed empathy CompetenceCompetence HonestyHonesty CommitmentCommitment AccountabilityAccountability



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


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”


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


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


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