Communicating in a Crisis:

Risk Communication Guidelines for Public Officials

Table of Contents

Introduction

Communications Fundamentals

Communicating Complex, Scientific, and Technical Information

Myths, Principles, and Pitfalls

Understanding and Working with the Media

Correcting Errors and Rumor Control

Assessing Personal Strengths and Weaknesses

Presenting Information at Public Meetings

Recognizing Opportunities to Speak Out

Suggested Reading and Resources

References


• Download (pdf format, click here for acrobat reader)

• Order this Publication

Communications Fundamentals

DEVELOPING GOALS AND KEY MESSAGES

People often fail to effectively communicate due to a lack of clear communications goals and key messages to support them. Setting such goals and identifying support messages are decisions that should be made prior to the issuing of any public comment and are especially important in a crisis.

A communications goal of “educating the public on the complexities of bio-terrorism and preparing them for any eventuality” is not realistic; informing the public of the problem and specific dangers, providing guidance on appropriate responses, and easing concerns are achievable goals. Messages in support of these goals must also be direct and effectively speak to the audience.

RISK MESSAGE: A written, verbal, or visual statement containing information about risk; may or may not include advice about risk reduction behavior; a formal risk message is a structured written, audio, or visual packaged developed with the express purpose of presenting information about risk.

A discussion of statistical probabilities and how they translate into a “relatively minimal-risk scenario for the average citizen” might be fine for scientists, but for the general public such a discussion will only confuse the issue and fail to meet the goals of informing and easing concerns. If the risk is low, say, “the risk to the public is low.”

Goal #1: Ease public concern

Messages
• The risk is low.
• The illness is treatable.
• It is not easily contracted.
• Symptoms are easily recognized.

Goal #2: Give guidance on how to respond

Messages
• Take these precautions.
• If possibly exposed, contact physician.
• If symptomatic, contact physician.
• Note possible symptoms in others.

STAYING ON MESSAGE

Once goals and messages have been established, the challenge becomes one of delivery and ensuring that messages are heard and goals are met. The method for accomplishing this is what has come to be known as being “on message” and is, essentially, a form of artful repetition.

If the goal is to ease concern and the message in support of that goal is, “the risk to the public is low,” that message should be clearly stated at the outset and returned to as often as possible:

“I want to begin by first saying that the risk to the public is very low . . ”

“As I said a moment ago, the risk to the public is low . . .”

“That’s an important question, but before I answer it I want to again stress that the fact remains that the risk to the public is low.”

“Before I close I want to remind everyone that the risk is low.”

Raise your points often enough that your audience leaves with a clear understanding of the message you wanted them to hear.

Take opportunities to begin or end statements with a reiteration of your message.

Don’t be so repetitious with a single message that you appear to be trying to convince people of something that isn’t true.

Don’t repeat your messages word-for-word every time you answer a question.

Another aspect of staying on message is to exercise some control over the conversation you are having, be it an interview, press conference, or questions from an audience. Don’t allow the conversation to be led down paths that are not pertinent to your goals or message—no matter how persistent the questioner might be in pursuing a line of inquiry.

DELIVERING ACCURATE AND TIMELY INFORMATION

In a risk communications situation there is a constant tension between providing accurate information and providing information quickly. Both demands pose dangers.

To wait for all information to be complete and verified before releasing it to the public can create an information vacuum that will almost certainly be filled with rumor and speculation. To release information that has not been double-checked and which turns out to be inaccurate, however, runs the risk of misleading the public and undermining your credibility as a spokesperson.

Goals and messages should be simple, straightforward, and realistic.
Information should be delivered with brevity, clarity, and effectiveness.

The best way to address this challenge is to establish regular briefings with the media (in person or via conference call) at which time all information can be delivered, explained, and updated. If information is an estimation, it can be presented as such and its preliminary nature stressed to the media. This approach, combined with the fact that the information will be updated in the near term, keeps information in its proper context and prevents it from becoming etched in stone before it is fully and finally verified. It also keeps the media attentive to the changing nature of the issue with which they are dealing and attuned to the need for maintaining contact with you in order to keep their stories accurate and up to date.

If you hold regular briefings, do so at a time that meets the deadline needs of the media.

Be prepared to explain the meaning behind evolving information; e.g., “Concerning the increase in this number, that is a reflection of our having increased the number of people tested, it is not a reflection of an increase in what we have always recognized as the population-wide average.”

If you suspect that the next information update will drastically change a story, give reporters a sense that such may be the case.

Always provide statistics and key information to the media in written form.

Always know how information was gathered and conclusions reached.