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Communicating in a Crisis:Risk Communication Guidelines for Public Officials |
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Myths, Principles, and Pitfalls Disseminating information
without regard for the complexities and uncertainties of risk is not effective
risk communication. Well-managed communications efforts will help ensure
that your messages are well formulated, effectively transmitted, and result
in the intended public response. Consider how the process works and some
general principles for improving effectiveness.
RISK COMMUNICATION
MYTHS AND TRUTHS Myths often interfere with the development of an effective
risk communication program. Consider these myths and prepare to take action
to dispel and overcome them (Chess, et al., 1989). MYTH: RISK COMMUNICATION IS
MORE LIKELY TO ALARM THAN CALM PEOPLE. Truth: Not if done properly. Educate and inform, don’t
simply alert and alarm. Give people the chance to express their concerns,
ask questions and receive accurate answers. MYTH: COMMUNICATION IS LESS
IMPORTANT THAN EDUCATION. IF PEOPLE KNEW THE TRUE RISKS, THEY WOULD ACCEPT
THEM. Truth: Education is achieved through effective communication.
Pay as much attention to your process for dealing with people as you
do to explaining the content of the information. MYTH: MANY ISSUES THAT ARISE
IN TIMES OF CRISIS ARE TOO DIFFICULT FOR THE PUBLIC TO UNDERSTAND. Truth: No, they aren’t. Part of your job is to help
the public understand these issues no matter how complex they may be.
The public may not make technical decisions, but their opinions deserve
consideration by those who are making those decisions. MYTH: RISK COMMUNICATION IS
NOT MY JOB. Truth: Yes, it is. As a public servant, you have a responsibility
to the public. Integrate communication with the public into your job
and help others do the same. MYTH: IF WE LISTEN TO THE PUBLIC,
WE MAY DIVERT LIMITED RESOURCES TO CONCERNS THAT ARE NOT A GREAT THREAT
TO PUBLIC HEALTH. Truth: Listening to and communicating with the public
does not mean that you must set agendas and priorities based solely
on prevailing public concerns. Part of your job is to manage issues
and expectations. The public’s concerns cannot be ignored, but
neither can they necessarily dictate policy. The better informed people
are, the more likely it will be that the public’s and your opinions
on priorities are aligned. EARNING TRUST AND
BUILDING CREDIBILITY Your ability to establish constructive communication will
be determined, in large part, by whether your audiences perceive you to
be trustworthy and believable. Consider how they form their judgments
and perceptions. Key factors in assessing trust and credibility are: empathy
and caring; competence and expertise; honesty and openness; and dedication
and commitment. (Covello, 1992; Covello, 1993). Five Rules for Building Trust
and Credibility: 1. Accept and involve the public as a partner.
Work with and for the public to inform, dispel misinformation and, to
every degree possible, allay fears and concerns. 2. Appreciate the public’s specific concerns.
Statistics and probabilities don’t necessarily answer all questions.
Be sensitive to people’s fears and worries on a human level. Your
position does not preclude your acknowledging the sadness of an illness,
injury, or death. Do not overstate or dwell on tragedy, but do empathize
with the public and provide answers that respect their humanity. 3. Be honest and open. Once lost, trust and credibility
are almost impossible to regain. Never mislead the public by lying or
failing to provide information that is important to their understanding
of issues. 4. Work with other credible sources. Conflicts
and disagreements among organizations and credible spokespersons create
confusion and breed distrust. Coordinate your information and communications
efforts with those of other legitimate parties. 5. Meet the needs of the media. Never refuse to
work with the media. The media’s role is to inform the public,
which will be done with or without your assistance. Work with the media
to ensure that the information they are providing the public is as accurate
and enlightening as possible. BUILDING SUPPORT Unless you are assured that the subject to be discussed will be tightly
confined to your area of expertise, it is usually not best to serve as
the sole spokesperson on an issue. Crisis situations have multiple facets
and raise a range of questions. Having people on hand who can answer those questions facilitates and
speeds the communications process and better ensures that informational
voids don’t develop. Identify those colleagues and other officials
and experts who can speak to the issues that are most likely to be raised
and rely on their help when it’s needed. (It is likely that most
of the individuals on your risk communications team will also be those
on whom you rely for spokesperson support.) Caution! Make sure
goals and messages are understood and coordinated among participants.
Conflicting information, particularly when it comes from equally trusted
sources, creates confusion and erodes confidence. Know what other spokespersons
intend to say and support their messages. If something that you don’t agree with is said, or if wrong information
is presented, do not publicly contradict the statement or disagree with
the spokesperson. Resolve the matter in private and present the new information
to the public as a simple correction or clarification of a previous statement
and not as one opinion having prevailed over another. PROBLEM: At a news conference,
the city manager has just cited a statistic that understates the extent
of a problem. SOLUTION: Immediately after the
news conference raise the issue with the city manager in private. Then
allow the city manager to provide the new information to the press along
with an explanation of how the mistake was made. AVOIDING PITFALLS ABSTRACTIONS – Use
examples, stories, and analogies to make your point. Don’t assume there is a common understanding
between you and your audience (even when you are using stories and analogies
to make your point). ATTACKS – Respond
to issues, not to people. Strive to end debates, not further them. Don’t respond to an attack with an attack of
your own. ATTITUDE/NON-VERBAL MESSAGES
– Remain calm, attentive and polite. Adopt a relaxed, neutral physical
stance. Don’t let your feelings interfere with your
ability to communicate positively. Never convey disgust, frustration,
indifference, or smugness. Never lose your temper. Don’t allow
your body language, your position in the room, or your dress to affect
your message. BLAME – Accept your
share of responsibility for a problem. Don’t try to shift blame or responsibility to
others and don’t magnify the fault to be found in others in order
to deflect criticism or minimize your culpability. COSTS – Focus on the
benefits to be derived, not on the costs entailed. If costs are an issue,
voice respect for the need for responsible stewardship of public funds. Don’t discuss issues in terms of their dollar
value, or complain about a lack of funds. GUARANTEES – It is
better to offer a likelihood, emphasizing progress and on-going efforts. Don’t make comments like, “There are no
guarantees in life.” HUMOR – Avoid it.
If used, direct it at yourself. Don’t use it in relation to safety, or health,
or in describing risk. JARGON – Define all
technical terms and acronyms. Don’t use language that may not be understood
by even a portion of your audience. LENGTH OF PRESENTATIONS
– Plan, practice and deliver a cogent 15-minute presentation. Don’t believe that what you are saying is inherently
more interesting than other topics and therefore warrants more time.
By the same token, don’t end your remarks after 15 minutes if
there are important audience questions in need of answering. NEGATIVE ALLEGATIONS –
Refute allegations succinctly. Don’t repeat allegations or refer to them in
ways that give them credibility. NEGATIVE WORDS AND PHRASES
– Use positive or neutral terms. Don’t cite national problems, or make highly-charged
analogies, e.g., “This is not Love Canal.” “OFF THE RECORD”
– Always assume everything you say and do is part of the public
record. Don’t make side comments or “confidential”
remarks. (The rule is: Never say anything that you are not willing to
see printed on the front page of a newspaper.) PERSONAL IDENTITY –
Speak for the organization. Use the pronoun “we.” Don’t give the impression that you, alone, are
the authority on the issues being raised or the sole decision-maker.
Never disagree with the organization you are representing, e.g., “Personally,
I don’t agree,” or “Speaking for myself . . .,”
or “If it were me . . . .” PROMISES – It is better
to state your willingness to try. Promise only what you can deliver. Don’t make promises you can’t keep and
never make a promise on behalf of someone else. RELIANCE ON WORDS ALONE
– Use visuals and hand-outs to emphasize key points. Don’t rely entirely on the spoken word to explain
your point. SPECULATION – Stick
to the facts of what has, is, and will be done. Don’t speculate on what could be done, or on
what might happen, or on possible outcomes other than the intended one(s),
or about worst case scenarios. STATISTICS – Use them
to illuminate larger points and to emphasize trends and achievements. Don’t make them the focus of your remarks, or
overuse them. TECHNICAL DETAILS AND DATA
– Focus on empathy, efforts and results. Don’t try to fully inform and educate audiences
on the minutia of issues. MANAGING HOSTILE SITUTATIONS Issues of health and safety can arouse strong emotions, including anger
and hostility. Dealing ineffectively with hostility can erode trust and
credibility. Remember, though, public hostility is usually directed at
you as a representative of an organization, not you as an individual,
so don’t take it personally. DIFFUSING ANGER AND HOSTILITY Acknowledge the existence of hostility. The worst thing you can do
is pretend it’s not there. Practice self-management. Send the message that you are in control. Control your apprehension. Anxiety undercuts confidence, concentration,
and momentum. Be prepared. Practice your presentation and anticipated questions and
answers. Listen. Recognize people’s frustrations—communicate empathy
and caring. Assume a listening posture. Use eye contact. Answer questions thoughtfully. Turn negatives into positives and bridge
back to your messages. |
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