Crisis & Emergency Risk Communication Barbara Reynolds, Ph.D.

1. Crisis & Emergency Risk CommunicationBarbara Reynolds, Ph.D.

2. Communicating in a crisis is different • In a serious crisis, all affected people . . . • Take in information differently • Process information differently • Act on information differently • In a catastrophic event: communication is different • Be first, be right, be credible

3. The Risk of Disasters Is Increasing • Increased terrorism • Population density • Aging U.S. population • International travel speed • Emerging diseases

4. What the public seeks from your communication 5 public concerns. . . • Gain wanted facts • Empower decisionmaking • Involved as a participant, not spectator • Provide watchguard over resource allocation • Recover or preserve well-being and normalcy

5. Crisis and Emergency Risk Communication impacts 5 organizational concerns -- you need to. . . • Execute response and recovery efforts • Decrease illness, injury, and deaths • Avoid misallocation of limited resources • Reduce rumors surrounding recovery • Avoid wasting resources

6. Initial Maintenance Resolution Evaluation Precrisis • Prepare • Foster alliances • Develop consensus recommendations • Test message • Evaluate plans • Express empathy • Provide simple risk explanations • Establish credibility • Recommend actions • Commit to stakeholders • Further explain risk by population groups • Provide more background • Gain support for response • Empower risk/benefit decisionmaking • Capture feedback for analysis • Educate a primed public for future crises • Examine problems • Gain support for policy and resources • Promote your organization’s role • Capture lessons learned • Develop an event SWOT • Improve plan • Return to precrisis planning Crisis Communication Lifecycle

7. Precrisis Phase • Prepare • Foster alliances • Develop consensus recommendations • Test message • Evaluate plans

8. Initial Phase • Express empathy • Provide simple risk explanations • Establish credibility • Recommend actions • Commit to stakeholders

9. Maintenance • Further explain risk by population groups • Provide more background • Gain support for response • Empower risk/benefit decisionmaking • Capture feedback for analysis

10. Resolution • Educate “primed” public for future crises • Examine problems • Gain support for policy and resources • Promote your organization’s role

11. 5 communication failures that kill operational success • Mixed messages from multiple experts • Information released late • Paternalistic attitudes • Not countering rumors and myths in real-time • Public power struggles and confusion

12. 5 communication steps that boost operational success • Execute a solid communication plan • Be the first source for information • Express empathy early • Show competence and expertise • Remain honest and open

13. Psychology of a Crisis

14. What Do People Feel Inside When a Disaster Looms or Occurs? Psychological barriers: • Denial • Fear, anxiety, confusion, dread • Hopelessness or helplessness • Seldom panic • Vicarious rehearsal

15. What Is Vicarious Rehearsal? • The communication age gives national audiences the experience of local crises. • These “armchair victims” mentally rehearse recommended courses of actions. • Recommendations are easier to reject the farther removed the audience is from real threat.

16. Individuals at risk—the cost? • Demands for unneeded treatment • Dependence on special relationships (bribery) • MUPS—Multiple Unexplained Physical Symptoms • Self-destructive behaviors • Stigmatization

17. Community at risk—the cost? • Disorganized group behavior (unreasonable demands, stealing) • Rumors, hoaxes, fraud, stigmatization • Trade/industry liabilities/losses • Diplomacy • Civil actions

18. Communicating in a Crisis Is Different • Public must feel empowered – reduce fear and victimization • Mental preparation reduces anxiety • Taking action reduces anxiety • Uncertainty must be addressed

19. Decisionmaking in a Crisis Is Different • People simplify • Cling to current beliefs • We remember what we see or previously experience (first messages carry more weight) • People limit intake of new information (3-7 bits)

20.  How Do We Communicate About Risk in an Emergency? All risks are not accepted equally • Voluntary vs. involuntary • Controlled personally vs. controlled by others • Familiar vs. exotic • Natural vs. manmade • Reversible vs. permanent • Statistical vs. anecdotal • Fairly vs. unfairly distributed • Affecting adults vs. affecting children

21. A. High hazard B. High outrage C. Low hazard D. Low outrage Be Careful With Risk Comparisons • Are they similarly accepted based on • high/low hazard (scientific/technical measure) • high/low outrage (emotional measure)

22. Risk Acceptance Examples • Dying by falling coconut or dying by shark • Natural vs. manmade • Fairly vs. unfairly distributed • Familiar vs. exotic • Controlled by self vs. outside control of self

23. Risk Communication Principles for Emergencies Don’t overreassure • Considered controversial by some. • A high estimate of harm modified downward is much more acceptable to the public than a low estimate of harm modified upward.

24.   Risk Communication Principles for Emergencies When the news is good, state continued concern before stating reassuring updates “Although we’re not out of the woods yet, we have seen a declining number of cases each day this week.” “Although the fires could still be a threat, we have them 85% contained.”

25. Risk Communication Principles for Emergencies   Under promise and over deliver . . . Instead of making promises about outcomes, express the uncertainty of the situation and a confident belief in the “process” to fix the problem and address public safety concerns.

26.   Risk Communication Principles for Emergencies Give people things to do - Anxiety is reduced by action and a restored sense of control • Symbolic behaviors • Preparatory behaviors • Contingent “if, then” behaviors • 3-part action plan • Must do X • Should do Y • Can do Z

27.   Risk Communication Principles for Emergencies Allow people the right to feel fear • Don’t pretend they’re not afraid, and don’t tell them they shouldn’t be. • Acknowledge the fear, and give contextual information.

28. Messages and Audiences

29. Judging the Message • Speed counts – marker for preparedness • Facts – consistency is vital • Trusted source – can’t fake these

30. Public Information Release • What to release • When to release • How to release • Where to release • Who to release • Why release

31. Audience Relationship to Event

32. Audiences Victims and their families Politicians First responders Trade and industry Community far outside disaster Media Concerns Opportunity to express concern Personal safety Resources for response Loss of revenue/liability Speed of information flow Anticipatory guidance Family’s safety Match Audiences and Concerns

33. 5 Key Elements To Build Trust • Expressed empathy • Competence • Honesty • Commitment • Accountability

34. Emergency Information • Any information is empowering • Benefit from substantive action steps • Plain English • Illustrations and color • Source identification

35. What does the public want to know? • Can you tell me more about the attack • “What caused it, why, what is the reason behind it?” • “Will there be more attacks?” • How long is the emergency • “How long is the event going to last?” • “How long is this ‘radiation’ going to last?”

36. Successful Communication = Accuracy of Information __________ Speed of Release CREDIBILITY + Empathy + Openness TRUST

37. Initial Message Must • Be short • Be relevant • Give positive action steps • Be repeated

38. Initial Message Must Not • Use jargon • Be judgmental • Make promises that can’t be kept • Include humor

39. Sources of Social Pressure • What will I gain? • What will it cost me? • What do those important to me want me to do? • Can I actually carry it out?

40. Your public messages in a crisis must be: Simple Timely Accurate Relevant Credible Consistent The STARCC Principle

41. Crisis Communication Plan

42. Elements of a Complete Crisis Communication Plan • Signed endorsement from director • Designated staff responsibilities • Information verification and clearance/release procedures • Agreements on information release authorities • Media contact list • Procedures to coordinate with public health organization response teams • Designated spokespersons • Emergency response team after-hours contact numbers • Emergency response information partner contact numbers • Partner agreements (like joining the local EOC’s JIC) • Procedures/plans on how to get resources you’ll need • Pre-identified vehicles of information dissemination

43. Organize assignments Conduct assessment (activate crisis plan) Prepare information and obtain approvals Release information to media, public, partners through arranged channels Conduct notification Verify situation Obtain feedback and conduct crisis evaluation Conduct public education Monitor events Nine Steps of Crisis Response 3 4 5 2 6 Crisis Occurs 1 7 8 9

44. Execute steps in communication plan Public information release for your agency: Top official Top communicator Top subject matter expert Look once, check twice, release it and move on Delegate what you can, prioritize what you can’t Prepare Information and Obtain Approvals

45. First 48 Hours - Tools • Critical first steps checklist • Message template for news release • Press availability at site template • Public call tracking sheet • Media call triage sheet • Risk assessment for communication

46. Stakeholder/ Partner Communication

47. Stakeholder/Partner Communication • Stakeholdershave a special connection to you and your involvement in the emergency. • They are interested in how the incident will impact them. • Partners have a working relationship to you and collaborate in an official capacity on the emergency issue or other issues. • They are interested in fulfilling their role in the incident and staying informed.

48. 5 Mistakes With Stakeholders • Inadequate access • Lack of clarity • No energy for response • Too little, too late • Perception of arrogance

49. Stakeholders can be . . . • Advocate–maintain loyalty • Adversary–discourage negative action • Ambivalent–keep neutral or move to advocate

50. 3 Reasons to expend energy on stakeholders during an emergency They may . . . • Know what you need to know • Have points of view outside your organization’s • Communicate your message for you