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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Communications Fundamentals

What you do and how you do it will affect your audiences’ perceptions of you, your organization, and the information you are providing. Prepare and present effectively.

BEFORE THE MEETING

KNOW YOUR AUDIENCE(S)

Who are they, where are they from?

What are their interests and concerns?

What are their likely perceptions and biases?

Will they be receptive or resistant or even hostile?

If you don’t know the answers to these questions, find out.

PREPARE YOUR PRESENTATION

Develop a strong introduction.

Develop a maximum of three key messages.

Assemble your supporting data.

Prepare audiovisual aids.

Prepare for answering questions.

Practice.

THE OPENING PRESENTATION

A strong opening presentation sets a tone for the meeting and is crucial in attempting to establish trust and build credibility. Its elements include the following:

A. INTRODUCTION

A statement of personal concern

A statement of organizational commitment and intent

A statement of purpose and a plan for the meeting

B. KEY MESSAGES

A maximum of three take-home points

Information to support the key messages

C. CONCLUSION

A summarizing statement

INTRODUCTION

Remember that perceived empathy is a vital factor in establishing trust and building credibility and it is assessed by your audience in the first 30 seconds. Include the fol-lowing in your introduction:

Statement of personal concern, e.g., “I can see by the number of people here tonight that you are as concerned about this issue as I am.”

Statement of organizational intent, e.g., “I am committed to protecting the health and safety of the public. The Mayor and his staff have been involved with this community for a long time and want to work with the community on this issue.”

Statement of purpose and plan for the meeting. For example, “Tonight, we would like to share with you the findings of the report for approximately 15 minutes, then we would like to open the floor for discussion, questions, and concerns. We will be available after the meeting to answer any additional questions you might have.”

KEY MESSAGES AND SUPPORTING DATA

The key messages are points you want your public to have in mind after the meeting. They should address central issues, and be short and concise, e.g., “We have performed extensive tests over the past week which have failed to find any evidence that X remains in the building. It is now safe to return there.”

To develop your key messages:

BRAINSTORM. Think freely and jot down all pieces of information you wish to communicate.

SELECT KEY MESSAGES. Identify the most important ideas. Repeat the process until your list is down to three items.

IDENTIFY SUPPORTING DATA. Review your brainstorming ideas and background materials for information that provides support to your key messages.

CONCLUSION

Restate verbatim your key messages.

Add a future action statement: What is your organization going to do about this problem in the short term? Long term?

PRESENTATION AIDS AND GUIDELINES

Audiovisual aids can make your messages easier to understand. People are more likely to remember a point if they have a visual association with the words. More guidance in preparing quality presentations can be found in the book “Loud and Clear: How to Prepare and Deliver Effective Business and Technical Presentations” (Morrisey, et al., 1997). Some aids to consider: charts, illustrations, diagrams, glossaries, maps, posters, photographs, video/motion pictures, Microsoft PowerPoint (or equivalent) presentations, lists, fact sheets.

Effective visual aids:

Are able to stand alone.

Illustrate a key concept.

Support only one major idea.

Use pictures or graphics rather than words whenever possible.

Conform to six words per line maximum, ten lines per visual maximum.

Feature short phrases or key words.

Highlight important points with color or contrast.

Represent facts accurately.

Are carefully made—neat, clear, and uncluttered.

Have impact.

PRESENTATION REMINDERS

If you use presentation aids be careful not to overdo it. When planning, practicing, and conducting a presentation, consider:

ATTIRE/GROOMING – Dress as your audience would expect you to at your place of work or perhaps slightly less formally.

DISTRACTIONS – Avoid repetitive gestures such as constant throat-clearing, checking your watch, jingling keys or change, and pacing. Take a breath and relax.

ENUNCIATION/PRONUNCIATION – Speak distinctly and correctly. Be careful with unfamiliar words. Spell and define terms as appropriate, but don’t be pedantic.

FACIAL EXPRESSIONS/EYE CONTACT – Eye contact is most crucial. Your mouth, eyes, forehead, and eyebrows also communicate. Try not to fidget, glance around or lick your lips.

GESTURES – Gestures can enhance or detract from your communication. Be aware of yours and make sure they are appropriate, but don’t be so worried about not using your hands that you make a poor presentation.

PACE/RHYTHM/PITCH – Vary your tempo. Speak slowly to emphasize key messages, pause for emphasis, vary your voice pattern and length of phrases. Avoid repeating such words as “ok,” “like,” “not,” “uh,” and “you know.”

POSTURE – Posture communicates attitude. Try to have a straight stance with legs slightly apart. Don’t slouch, but don’t be rigid.

VOLUME – The intensity of your voice reflects your confidence, competence, and openness. Watch your audience for feedback. Adjust to your surroundings. Don’t make your audience strain to hear you but don’t shout at them either.

ANSWERING QUESTIONS

As with presentations, your responses to individuals’ questions and concerns will affect your success. Prepare and practice. Consider how to answer questions in general and how to respond to specific inquiries.

Be Prepared.
If you know your subject and your audience, most questions can be anticipated.

Track Your Key Messages.
Use your responses as opportunities to reemphasize your key messages.

Keep Your Answers Short and Focused.
Your answer should be less than 2 minutes long.

Practice Self-Management. Listen.
Be confident and factual. Control your emotions.

Speak and Act with Integrity.
Tell the truth. If you don’t know, say so. Follow up as promised. If you are unsure of a question, repeat or paraphrase it to be certain of the meaning.

SAMPLE QUESTIONS

The following questions illustrate what you may encounter, along with suggested key messages and tips for responding to them. For a discussion of different types of tough questions, consult “Encountering the Media: Media Strategies & Techniques” (McLoughlin, 1998).

Q. As a representative of the county, can you explain why the county does not have a program to distribute medicines during this crisis?

Key Message: We do have a policy to distribute recommended treatments in concert with State and Federal authorities. In fact, we . . . .

State in a positive manner that you do not agree with the questioner’s statement. Do not try to ignore it. Be polite, but firm.

Do not repeat the negative words. Refute without repeating allegations. Take the opportunity to restate your position or message.

Q. You’ve told us about the city’s position on citizens not taking antibiotics at this time, but are you taking antibiotics?

Key Message: No, I am not taking antibiotics at this time. I’m also concerned about the seriousness of this situation—not only as an agency representative, but also as a fellow citizen. We remain in close contact with medical and public health experts regarding the use of antibiotics.

Be prepared for personal questions. If you do not agree with the agency’s position, you should not act as a spokesperson.

Q. You have stated some conditions under which you would impose quarantine in the town. Does the Federal Government agree with those plans?

Key Message: We follow Federal guidelines and remain in close contact with Federal authorities on all questions related to quarantine.

Refer questions to the appropriate person or organization. Speak only to what you know and on behalf of the organization you represent.

Q. Do you know the exact figure on how much money is being spent on this problem?

Key Message: I don’t know the exact figure. But if you will give me your name and number, I will get that information for you by . . . .

Say you don’t know. Offer to get the information by a specified time. Don’t lie or make up an answer. If you promise to get the information, follow up.

Q. We’ve heard that your agency and State regulators have made a deal to provide antibiotics to government staff and their family before other citizens. How can you justify this policy?

Key Message: We have a plan for providing treatment to all citizens equally and fairly, based on need. Our goal is to fully protect the safety and health of the community and to do so in compliance with all applicable Federal and State laws and regulations.

Don’t justify or refute a non-existent plan or policy. Respond with a straightforward statement that accurately reflects policy and conveys your office’s commitment to meet the needs of everyone in the community.

Q. What are your qualifications to respond to this emergency?

Key Message: I have several years’ experience in managing emergency programs, and I have a team of professionals working with me to ensure that all aspects of the program are carried out with quality.

Don’t respond with hostility or emotion. Remove emotional words.

Q. It must be extraordinarily difficult to manage all of the problems that have arisen since the outbreak of the epidemic.

Key Message: My training and experience prepare me to deal with public health and safety problems and I am here to do the best job I can for the community.

Don’t buy into the sympathetic approach. You may ruin your credibility by agreeing. In one-on-one interviews don’t allow yourself to be lulled into casual conversations that might reveal information that you would prefer be kept confidential.

Q. In reference to the possible contamination of City Reservoir, why haven’t you made a greater effort to ensure the safety of the drinking water?

Key Message: Efforts are being made and we are ensuring the safety of the drinking water.

Be polite but firm. Return to your message. Repeat your statements. Be careful not to repeat negative phrases such as, “contamination of City Reservoir.”

Q. What is the worst-case scenario?

Key Message: I would not want to speculate. We are working hard to ensure the health and safety of this community. The plans we are making take into account the number of people that may be involved, the supply of antibiotics . . . .

Don’t speculate. Do everything you can to avoid speculation. If you must, be very, very clear that what you are saying is merely speculation.

Q. We have heard a rumor that the bacteria involved are genetically engineered.

Key Message: This is the first time I’ve heard this rumor. The information I have seen does not indicate that there has been genetic engineering of the organism that has been identified.

Put a stop to the rumor, let the public know what you know.

Q. What would you recommend that your boss do to address the concerns of the public on these problems?

Key Message: I believe my boss is doing everything he/she can to effectively deal with these issues.

Don’t give this kind of advice when talking to the public or media.