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


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Assessing Personal Strengths and Weakness

Individual styles and talents affect communications performance; and while thought and preparation will improve the presentation skills of everyone, they will not correct all deficiencies. Assess your strengths and weaknesses.

If you tend to an academic presentation style, work to present information in more human terms.

– If you would be more prone to say: “As you’ll see by the data, the incidence of occurrence of this particular event is, statistically speaking, relatively low and tends to remain isolated particularly when compared to similar events noted in the appendix of the document provided you.”

– Try saying something along the lines of: “The data show that these kinds of events are rare. They usually affect few groups of people, and don’t recur.”

If you have a rhetorical style, work to include substantive supporting data in your presentation.

– If you would be more prone to say: “Our challenge is to address these issues on a human scale that recognizes and strives to preserve an individual’s health and quality of life.”

– Try saying something along the lines of: “We want to deal with the quality of life issues involved here. Based on the research, that means getting people checked, identifying those affected, which will be approximately one in a million people, and getting them treatment. The statistics show that if we can do that, we’ll keep xx percent of people well, and effectively treat xx percent of those few who do become ill.”

This is not an attempt to achieve a personal make-over. Don’t try to become a great orator or a professorial lecturer. Simply think about how you present information, or ask someone you know well how they think you present information, and see if you can identify ways to improve your style. But don’t become so self-conscious of how you present information that it interferes with delivering your messages.

If you are uncomfortable in a large group or news conference setting, try to arrange for smaller interview sessions (although take care to provide the same information to each reporter).

If you are uncomfortable with one-on-one interviews, include a colleague or staff member in the interview whose strengths will make up for your weaknesses.