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1. Overview ofRisk Communication Buddy Ferguson
Risk Communication Specialist
Minnesota Department of Health
buddy.ferguson@health.state.mn.us
(651) 215-1306
2. Resources: Sandman articles
Covello articles
ASTHO Handbook
MDH Risk Communication Web Page: www.health.state.mn.us/oep/
riskcommunications.htm
CDCynergy CD-ROM
(Call or e-mail Buddy for a copy)
3. How do we deal with the emotional component
of how people
respond to risk?
4. What do people respond to..in a crisis? Hazard vs. Outrage
What pushes peoples buttons?
5. The Goal: tailor communication so it takes into account emotional response to event
prevent negative behavior that hampers response or causes more harm
encourage constructive responses to crisis
6. Negative Behaviors demands for unneeded treatment (or testing, vaccinations, isolation/quarantine, etc.)
reliance on special relationships (I know a guy who can..)
unreasonable restrictions on trade and travel
MUPS (Multiple Unexplained Physical Symptoms)
7. Role of Risk Communication build support for response plan
assist in executing response plan
prevent misallocation & wasting of resources
keep decision-makers well informed
counter/correct rumors
decrease illness, injury & deaths
8. Different kinds of risk communication: public relations
apathetic but
credulous audience
low hazard/low outrage
9. Different kinds of risk communication: stakeholder relations
attentive but not too
upset to listen
variable hazard/variable outrage
(targeted communication)
10. Different kinds of risk communication: outrage management
core group of outraged
individuals/activists
low hazard/high outrage
11. Different kinds of risk communication: health education/issue management
audience may be fairly apathetic
high hazard/low outrage
12. crisis/emergency risk communication
high hazard/high outrage
everybody is a stakeholder
16. Whats the score on occupational health & safety messages? Bottom line youre probably in the apathy zone, most of the time.
17. From Sandmans website: 24 Reasons Why Employers Sometimes Ignore Safety Procedures
16 Reasons Why Employees Sometimes Ignore Safety Procedures
18. Outrage Factors
19. What are people not so afraid of? auto accidents?
smoking?
influenza?
vaccine-preventable diseases?
radon?
occupational hazards?
20. What ARE people afraid of?
21. Is the risk seen as: voluntaryor involuntary (coerced)
within your controlor controlled by others?
familiaror unfamiliar (new)?
knowable...or unknowable? (well understood vs. not well understood; visible vs. invisible)
22. Is the risk seen as: well understood by science..or not?
natural.or of human origin?
not dread...or dread (in terms of consequences)?
chronic...or catastrophic (i.e., concentrated in time and space)?
23. Is the risk seen as: imposed fairly...or unfairly (in terms of risks and benefits)?
coupled with possible benefits..or not?
morally neutral...or morally relevant?
based on information from a trustworthy source..or not?
memorable.or not?
24. Is the risk seen as: controlled by a process that is responsive to public concerns or not?
imposed equally on everyone. .or uniquely focused on children?
reversible..or not?
25. Is the risk seen as: something not directly affecting youor something that affects you personally?
statistical..or anecdotal (involving identifiable victims)?
certain..or uncertain?
ignored by media..or a focus of media attention?
27. Covello simplifies: Factors involving trust are
twice as important
as factors involving control or benefits.
28. How do people respond? fear (not necessarily a bad thing)
not panic.but denial (dangerous)
anger (especially if they arent empowered)
helplessness/hopelessness
vicarious rehearsal
29. Vicarious Rehearsal the not our problem zone
the we could be next zone
the right next door zone
30. Vicarious Rehearsal some examples anthrax
pandemic flu
SARS
bird flu
31. What happens when a crisis hits?
32. Lifecycle of a Crisis pre-crisis (planning phase)
initial phase (the critical first 48 hrs.)
maintenance phase (expansion of response)
resolution phase (the educable moment)
evaluation (lessons learned)
33. The first 48 hours are CRITICAL!
34. Rememberin an emergency: Be first.
Be right.
Be credible.
35. What makes for a poor response? dueling experts
delayed communication
paternalism
unrealistic recommendations
lack of immediate response to rumors & myths
visible power struggles & conflicts
36. What makes for a good response?
37. In a crisis. Dont wait until you have all your ducks in a row before you speak.
Stress the process youll use to get answers & address the problem.
Provide anticipatory guidance.
38. Speak with one voice have a consistent message
work with partners
work through the emergency response system (EOC/JPIC model)
39. Acknowledge fear Dont pretend theyre not afraid, and dont tell them they shouldnt be.
Acknowledge their fears, and put their fears in context.
Dont over-reassure
Worry about denial not panic.
40. Acknowledge uncertainty take your seat on the risk communication see-saw (per Sandman)
focus on process
express wishes
41. Start with the worst case present the good news as things become clearer
dont ever have to say worse than we thought
(per Sandman)
42. Put good news in the subordinate clause Were still not out of the woods yet, although things are looking better.
43. Beware of risk comparisons Being struck by lightning is not the same as being attacked by a terrorist.
school buses and HIV-positive children
flu versus SARS
44. Show respect & empathy Be a human being not
just a professional
45. Give people things to do
channel peoples fear dont let it flip into anger or denial
provide a range of options
what you must do
what you should do
what you could do
46. Have a solid communications plan in place (before the crisis hits).
message(s)
spokesperson(s)
audience(s)
delivery vehicles
partners
47. Messages
48. Simplify your message mental noise (makes it harder to:)
hear
understand
remember
negative dominance (3 positives = 1 negative)
49. Message Basics Keep messages short and focused (think single sentences & headlines).
Save the background info for later.
Covello suggests 7-9 seconds/27 words.
Give action recommendations in positive terms (do rather than dont do).
50. Message Basics Use rhymes, acronyms, groups of 3.
Use personal pronouns.
Use common figures of speech (cliches).
Express caring and empathy.
Tell the truth.
51. Crisis Message no-nos technical jargon
too much information
condescending or judgmental language
attacking/fighting with other people
52. Crisis Message no-nos promises you cant keep
speculation (worst case discussion) (Sandman disagrees)
premature discussion of money
inappropriate humor
53. Who speaks? know who your messengers are
train them in risk communications
emphasize caring and empathy
work to build trust
54. What determines trust? its not about being a natural communicator
caring and empathy
(acknowledge fear, pain, suffering, uncertainty)
(most important half the battle)
55. What determines trust? competence and expertise (personal and institutional)
honesty and openness (if you cant talk explain why) (avoid telling the truth slowly)
dedication and commitment
(the importance of being there)
56. The Media
57. The media perspective The media have their own criteria for assessing information.
They arent being perverse -- just acting as surrogates for their audience.
Ultimately, they decide what counts as news.
58. Media During a Crisis Everything speeds up.
Less time to verify information.
Less adversarial (during the 48-hour initial phase).
Expect period of recrimination (later on).
59. Media During a Crisis Expect them to rely on JPIC as a primary information source.
Also expect them to seek out other information sources.
60. Media During a Crisis Expect their version of event to diverge from yours, more and more, as time goes by.
Your version of facts may not be accepted at face value.
61. Dont count on: balanced coverage, from experienced reporters
reporters who take the time to understand complex issues
62. Dont count on: getting a better story if you avoid talking (until you have all the facts)
reporters who still take the time to verify facts (even if they have to work faster)
63. Dont count on: media who will play it as you say it
64. You will have to be out there when you dont have all the answers.
65. The big, big picture transparency (let people in on the process)
humility (acknowledging uncertainty)
be first and be accurate (set the informational agenda, counter rumors)
expect the unexpected
get to know your partners