Crisis & Emergency Risk Communicationby Leaders for Leaders: Crisis & Emergency Risk Communication by Leaders for Leaders


Communicating in a crisis is different : 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


Yes, leaders communicate, and : Yes, leaders communicate, and In a catastrophic event, your . . . every word, every eye twitch, every passing emotion . . . resonates with heightened importance to the public


By Leaders for Leaders: By Leaders for Leaders Governor Frank Keating—Oklahoma City bombing CDC Director, Dr. Julie Gerberding—SARS Dr.s Ivan Walks & John Agwunobi—Anthrax Montgomery County’s Douglas Duncan—sniper shooting Mayor Patricia Owens—Grand Forks flood/ fire Mayor Rudolph Giuliani—World Trade Center Fire Chief Jeff Bowman—San Diego forest fires


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


What the public seeks from your communication: 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


Crisis and Emergency Risk Communication impacts : 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


5 communication failures that kill operational success: 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


5 communication steps that boost operational success: 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


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


Psychology of a Crisis: Psychology of a Crisis


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


What Is Vicarious Rehearsal?: 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.


Individuals at risk—the cost?: Individuals at risk—the cost? Dependence on special relationships MUPS—Multiple Unexplained Physical Symptoms Self-destructive behaviors Stigmatization


Communicating in a Crisis Is Different: Communicating in a Crisis Is Different Uncertainty is greatest concern for most Reduce anxiety-Give people things to do Public seeks restored self-control Public must feel empowered – reduce fear and victimization


Decisionmaking in a Crisis Is Different: 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)


 How Do We Communicate About Risk in an Emergency?:  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


Be Careful With Risk Comparisons: Be Careful With Risk Comparisons Are they similarly accepted based on high/low hazard (property/people measure) high/low outrage (emotional measure)


Risk Acceptance Examples: 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


Risk Communication Principles for Emergencies: 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.


  Risk Communication Principles for Emergencies:   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.”


Risk Communication Principles for Emergencies  : 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.


  Risk Communication Principles for Emergencies:   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


  Risk Communication Principles for Emergencies:   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.


Messages and Audiences: Messages and Audiences


What the Public Will Ask First: What the Public Will Ask First Are my family and I safe? What have you found that may affect me? What can I do to protect myself and my family? Who caused this? Can you fix it?


What the Media Will Ask First: What the Media Will Ask First What happened? Who is in charge? Has this been contained? Are victims being helped? What can we expect? What should we do? Why did this happen? Did you have forewarning?


Public Information Release: Public Information Release What to release When to release How to release Where to release Who to release Why release


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


5 Key Elements To Build Trust: 5 Key Elements To Build Trust Expressed empathy Competence Honesty Commitment Accountability


Slide33: Accuracy of Information __________ Speed of Release Empathy + Openness CREDIBILITY + TRUST


Initial Message: Initial Message Must Be short Be relevant Give positive action steps Be repeated


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


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


Working With the Media: Working With the Media


What is news?: What is news? Change or controversy Black or white, not gray Crises or opportunities Entertain versus inform Individual versus group/officials


Disasters Are Media Events : Disasters Are Media Events We need the media to be there. Give important protective actions for the public. Know how to reach their audiences and what their audiences need.


How To Work With Reporters: How To Work With Reporters Reporters want a front seat to the action and all information NOW. Preparation will save relationships. If you don’t have the facts, tell them the process. Reality Check: 70,000 media outlets in U.S. Media cover the news 24/7.


Information sought by media: Information sought by media Casualty numbers, condition, treatment Property damage Response and relief activities Resulting effects (anxiety, stress) Questions are predictable


Media, Too, Are Affected by Crises: Media, Too, Are Affected by Crises Verification Adversarial role National dominance Lack of scientific expertise


Media and Crisis Coverage: Media and Crisis Coverage Evidence strongly suggests that coverage is more factual when reporters have more information. They become more interpretative when they have less information. What should we conclude?


Command Post: Command Post Media will expect a command post. Official channels that work well will discourage reliance on nonofficial channels. Be media-friendly at the command post—prepare for them to be on site.


Media Availability or Press Conferences “In Person” Tips: Media Availability or Press Conferences “In Person” Tips Determine in advance who will answer questions about specific subject matters Assume that every mike is “alive” the entire time Sitting or standing?


Two press conference killers: Two press conference killers Have “hangers on” from your organization circling the room Being visible to the media/public while waiting to begin the press conference


Writing for the Media During a Crisis: Writing for the Media During a Crisis The pressure will be tremendous from all quarters. It must be fast and accurate. It’s like cooking a turkey when people are starving. If information isn’t finalized, explain the process.


Role of a Spokesperson in an Emergency: Role of a Spokesperson in an Emergency Take your organization from an “it” to a “we” Remove the psychological barriers within the audience Ultimately, reduce the incidence of illness, injury, and death by getting it right


Spokesperson Qualities: Spokesperson Qualities What makes a good spokesperson? What doesn’t make a good spokesperson? How to be a great spokesperson after 5 minutes of training!


Great Spokesperson Step 1: Great Spokesperson Step 1 It’s more than “acting natural.” Every organization has an identity. Try to embody that identity. Example: CDC has a history of going into harm’s way to help people. We humbly go where we are asked. We value our partners and won’t steal the show. Therefore, a spokesperson would express a desire to help, show courage, and express the value of partners. “Committed but not showy.”


Great Spokesperson Step 2: Great Spokesperson Step 2 Know your audience Your audience is NOT the reporter interviewing you


Emergency Risk Communication Principles: Emergency Risk Communication Principles Don’t overreassure Acknowledge that there is a process in place Express wishes Give people things to do Ask more of people


Emergency Risk Communication Principles: Emergency Risk Communication Principles Consider the “what if” questions.


Spokesperson Recommendations: Spokesperson Recommendations Stay within the scope of your responsibility Tell the truth Follow up on issues Expect criticism


Your Interview Rights: Your Interview Rights Know who will do the interview Know and limit the interview to agreed subjects Set limits on time and format Ask who else will be or has been interviewed Decline to be interviewed Decline to answer a question


You Do Not Have the Right To:: You Do Not Have the Right To: Embarrass or argue with a reporter Demand that your remarks not be edited Demand the opportunity to edit the piece Insist that an adversary not be interviewed Lie Demand that an answer you’ve given not be used State what you are about to say is “off the record” or not attributable to you


Sensational or Unrelated Questions: Sensational or Unrelated Questions “Bridges” back to what you want to say: “What I think you are really asking is . . .” “The overall issue is . . .” “What’s important to remember is . . .” “It’s our policy to not discuss [topic], but what I can tell you . . .”


Effective Nonverbal Communication: Effective Nonverbal Communication Do maintain eye contact Do maintain an open posture Do not retreat behind physical barriers such as podiums or tables Do not frown or show anger or disbelief through facial expression Do not dress in a way that emphasizes the differences between you and your audience


Grief in context: Grief in context Circumstances of the death Nature of the relationship Experienced loss before Any secondary losses


Stakeholder/ Partner Communication: Stakeholder/ Partner Communication


Stakeholder/Partner Communication: Stakeholder/Partner Communication Stakeholders have 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.


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


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


Community Relations! Why?: Community Relations! Why? Community acceptance through community involvement (door-to-door) Involving stakeholders is a way to advance trust through transparency Our communities, our social capital, are a critical element of our nation's security


Dealing With Angry People: Dealing With Angry People Anger arises when people. . . Have been hurt Feel threatened by risks out of their control Are not respected Have their fundamental beliefs challenged Sometimes, anger arises when . . . Media arrive Damages may be in play


Don’t lecture at the Townhall: Don’t lecture at the Townhall Easy but not effective Doesn’t change thoughts/behaviors Key: don’t give a solution, rather help audience discover solution by asking questions


High-Outrage Public Meetings: High-Outrage Public Meetings “Do’s” Limit introductory remarks to 5 minutes Ask questions. If they’re talking they’re involved The best way to deal with criticism and outrage by an audience is to acknowledge that it exists (Never say, “I know how you feel” say “I know you need to talk about this and I’m here to listen”)


High-Outrage Public Meetings: High-Outrage Public Meetings “Don’ts” Verbal abuse! Don’t blow your stack Try to bring along a neutral third party who can step in and diffuse the situation Don’t look for one answer that fits all Don’t promise what you can’t deliver


4 Questions to help people persuade themselves: 4 Questions to help people persuade themselves Start with broad open-ended historical questions Ask questions about wants and needs Ask about specifics being faced now Ask in a way to encourage a statement of benefits


2 simple tips to gain acceptance: 2 simple tips to gain acceptance Accumulate “yeses” Don’t say “yes, but”—say “yes, and”


Tale of Two Cities: Smallpox: Tale of Two Cities: Smallpox Milwaukee, Wisconsin, experienced a Smallpox outbreak in 1894 of fairly major proportions, and caused urban rioting for about a month in the city streets—why? New York City experienced the last Smallpox outbreak in this country in 1947. People stayed in line for hours, full days, and came back the next day in some cases with no unrest—why? Judith W. Leavitt, PhD, University of Wisconsin


Strategic National Stockpile (SNS): Strategic National Stockpile (SNS) 12-hour Push Pack – 100 cargo containers Air or ground ship 50 tons of medicine, medical supplies, equipment Nerve agents, anthrax, plague, tularemia Treat thousands of symptomatic and protect hundreds of thousands


SNS Communication Plan: SNS Communication Plan Multi-language text Methods for reproducing materials Communication channels Volunteers Contractors On-site interpreters Not all SNS events the same SNS communication assessment checklist


Media and Public Health Law: Media and Public Health Law


Model Emergency Health Powers Act: Model Emergency Health Powers Act Model public health law for states Protection of civil liberties balanced with need to stop transmission of disease Explain what law covers and why Laws address: quarantine, vaccination, property issues, access to medical records Model law draft – court order to quarantine someone, unless delay could pose an immediate threat


Protecting the Public from Infectious Diseases: Protecting the Public from Infectious Diseases Detention – temporary hold Isolation – separation from others for period of communicability Quarantine – restricts activities of well persons exposed


First Amendment: First Amendment “In the First Amendment the founding fathers gave the free press protection it must have to fulfill its essential role in our democracy. The press was to serve the governed, not the governors.” New York Times Co. v U.S., 403 U.S. 713 (1971)


Media’s right to acquire news: Media’s right to acquire news Press has right to acquire news from any source by any lawful means No Constitutional right to special access Information not available to the public: Crime scene Disasters Police station Hospital lab Other places


Access may be restricted: Access may be restricted Interference with legitimate law enforcement action Law enforcement perimeter Crime scene Disaster scene


Right to acquire information: Right to acquire information Available or open to the public Place or process historically open to the public: Hospitals? Jails? Courtrooms? Meeting/conference rooms?


Media’s right of publication: Media’s right of publication Once information is acquired Ability to restrict information; Severely limited Heavy burden to prevent or prohibit Minneapolis Star Tribune v. U.S., 713 F Supp. 1308 (S. Minn, 1988)


Assisting the media: Assisting the media Inviting media on search or arrest in private citizen’s home is not protected by 1st Amendment and may result in civil liability Violation of 4th Amendment Rights


Employees access to media: Employees access to media Freedom of speech may be Constitutionally protected: if public value outweighs detrimental impact May be required to follow chain of command Ability to choose spokesperson: Police officer has no 1st Amendment right to speak or act on behalf of department when not authorized to do so. Koch v. City of Portland, 766 P.2d 405 (Ore. App. 1988)


CDC’s principles of communication for public: CDC’s principles of communication for public Communication will be open, honest, and based on sound science, conveying accurate information Information will not be withheld solely to protect CDC or the government from criticism or embarrassment Information will be released consistent with the Freedom of Information Act