1 Vincent T. Covello, Ph.D. Director Center for Risk Communication 29 Washington Square West, Suite 2A New York, New York 10011 Tel.: 646-654-1679; Fax.: 212-749-3590 email: [email protected]web site: www.centerforriskcommunication.org copyright 2002 Risk and Crisis Communication
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1 Vincent T. Covello, Ph.D. Director Center for Risk Communication 29 Washington Square West, Suite 2A New York, New York 10011 Tel.: 646-654-1679; Fax.:
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Risk and Crisis Communication Risk and Crisis Communication
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“A Science-basedScience-based Approach for Communicating Effectively in:
High-Concern, High Stress
Emotionally Charged, or
Controversial Situations”
“A Science-basedScience-based Approach for Communicating Effectively in:
High-Concern, High Stress
Emotionally Charged, or
Controversial Situations”
Risk and Crisis CommunicationRisk and Crisis Communication
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““...the major public health challenges ...the major public health challenges since 9/11 were not just clinical, since 9/11 were not just clinical, epidemiological, technical, issues. epidemiological, technical, issues. The major challenges were The major challenges were communication. In fact, as we move communication. In fact, as we move into the 21st century, communication into the 21st century, communication may well become the central science may well become the central science of public health practice.” (December, of public health practice.” (December, 2001)2001)
-Edward Baker, MD, MPH, Assistant -Edward Baker, MD, MPH, Assistant US Surgeon GeneralUS Surgeon General
““...the major public health challenges ...the major public health challenges since 9/11 were not just clinical, since 9/11 were not just clinical, epidemiological, technical, issues. epidemiological, technical, issues. The major challenges were The major challenges were communication. In fact, as we move communication. In fact, as we move into the 21st century, communication into the 21st century, communication may well become the central science may well become the central science of public health practice.” (December, of public health practice.” (December, 2001)2001)
-Edward Baker, MD, MPH, Assistant -Edward Baker, MD, MPH, Assistant US Surgeon GeneralUS Surgeon General
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“Situations” where risk communications can prove invaluable:
Controversial industrial development
Contract negotiations
Crisis and emergency management
Losses in corporate confidence
Part of everyday life
Change.
“Situations” where risk communications can prove invaluable:
Controversial industrial development
Contract negotiations
Crisis and emergency management
Losses in corporate confidence
Part of everyday life
Change.
Risk and Crisis CommunicationRisk and Crisis Communication
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Risk Communication
Part of everyday life:
at work
at home
in the community
Risk Communication
Part of everyday life:
at work
at home
in the community
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“ ...in high concern…” “ ...in high concern…”
High ConcernHigh ConcernLow TrustLow Trust(essential)
High ConcernHigh ConcernHigh TrustHigh Trust(essential)
In High Concern Situations, People Want to Know That You
Care Before They Care What You Know
Challenge 2: Perceptions of Trust & Distrust
In High Concern Situations, People Want to Know That You
Care Before They Care What You Know Assessed in first 9-30 seconds
Assessed in first 9-30 seconds
Listening/Caring/Empathy
50%
Listening/Caring/Empathy
50%
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1 N = 3 P
One negative equals three positives
1 N = 3 P
One negative equals three positives
Challenge 3:
Negative Dominance
Challenge 3:
Negative Dominance
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• No
• Not
• Never
• Nothing
• None
• No
• Not
• Never
• Nothing
• None
Challenge 3:
Negative Dominance
Challenge 3:
Negative Dominance
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Sound Bite Construction Exercise Sound Bite Construction Exercise
Risk CommunicationRisk Communication
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• Why are you the best candidate?
• What are your greatest weaknesses?
• Where do you see yourself in five years?
• Why are you the best candidate?
• What are your greatest weaknesses?
• Where do you see yourself in five years?
At Work: Job Interview QuestionsAt Work: Job Interview Questions
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• What are your communication
objectives?
– Knowledge?
– Trust?
– Dialogue?
• What are your communication
objectives?
– Knowledge?
– Trust?
– Dialogue?
First StepsFirst Steps
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• Who is your audience?
• Who is your audience?First StepsFirst Steps
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Stakeholders - Examples• Family and Friends• Employees • Employee families• Supervisors• Co-workers• Unions • Advisory Panels • Local Government • State Government • Federal Government • Other Government Agencies• Politicians• Individuals in the Community
• Activist Groups• Educators• Religious Leaders• Shareholders/Investors• Senior Management• Physicians and Other Health
Professionals• Emergency Responders• Legal Practitioners• Local Business Community• Contractors/Consultants • Media • Ethic/minority groups• Sensitive individuals or
groups
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• What are there concerns?
• What are there concerns?
First StepsFirst Steps
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• Safety
• Security
• Economic
• Health
• Quality of Life
• etc.
• Safety
• Security
• Economic
• Health
• Quality of Life
• etc.
Values at Risk Values at Risk
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• Message Development
• Message Development First StepsFirst Steps
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• What are the three most important things you would like your audience to know
• What are the three most important things your audience would like to know
• What are the three most important things your audience is most likely to get wrong unless they are emphasized
• What are the three most important things you would like your audience to know
• What are the three most important things your audience would like to know
• What are the three most important things your audience is most likely to get wrong unless they are emphasized
First StepsFirst Steps
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Examples
Examples
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Key Word Message Map 1Message Map
Stakeholder:Question/Concern
Key Message/Fact 1.
Key Message/Fact 2.
Key Message/Fact 3.
Keywords:Supporting
Fact 1.1
Keywords:Supporting
Fact 1.3
Keywords:Supporting
Fact 1.2
Keywords:Supporting
Fact 2.1
Keywords:Supporting
Fact 2.2
Keywords:Supporting
Fact 2.3
Keywords:Supporting
Fact 3.1
Keywords:Supporting
Fact 3.2
Keywords:Supporting
Fact 3.3
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Smallpox Questions
Smallpox Questions
• How contagious is
smallpox?
• Is there enough vaccine?
• What are the signs and
symptoms of smallpox?
• How contagious is
smallpox?
• Is there enough vaccine?
• What are the signs and
symptoms of smallpox?
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Question: How contagious is smallpox?
Question: How contagious is smallpox?
Key Message 1: Spreads slowly
Key Message 2: Time to contact
Key Message 3: Vaccination
Key Message 1: Spreads slowly
Key Message 2: Time to contact
Key Message 3: Vaccination
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Smallpox Questions: CDC Message Mapping Project
Smallpox Questions: CDC Message Mapping Project
Over 60 draft maps
prepared
Sources for questions
Focus group testing
Over 60 draft maps
prepared
Sources for questions
Focus group testing
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Key Word Message Map 1
Message MapQuestion: How
contagious is smallpox
Key Message/Fact 1.
Keywords: Spreads Slowly
Key Message/Fact 2.
Keywords: Time to Contact
Key Message/Fact 3.
Keywords: Vaccination Within Days
Keywords:Supporting
Fact 1.1
Keywords:Supporting
Fact 1.3
Keywords:Supporting
Fact 1.2
Keywords:Supporting
Fact 2.1
Keywords:Supporting
Fact 2.2
Keywords:Supporting
Fact 2.3
Keywords:Supporting
Fact 3.1
Keywords:Supporting
Fact 3.2
Keywords:Supporting
Fact 3.3
......
... ...
...
...
…..
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Message Mapping Message Mapping
Follow-up QuestionsFollow-up Questions
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Key Word Message Map 3
Stakeholder: Construction WorkersQuestion/Concern/Issue:
Worker Exposure to silica dust
Key Message/Fact 1.
Keywords: Personal protection
Key Message/Fact 2.
Keywords: Health screening / monitoring
Key Message/Fact 3.
Keywords: Engineering / administrative controls
Keywords:Supporting
Fact 1.1
Keywords:Supporting
Fact 1.3
Keywords:Supporting
Fact 1.2
Keywords:Supporting
Fact 2.1
Keywords:Supporting
Fact 2.2
Keywords:Supporting
Fact 2.3
Keywords:Supporting
Fact 3.1
Keywords:Supporting
Fact 3.2
Keywords:Supporting
Fact 3.3
Environment / equipment
Baseline physical exams
Education / awareness program
Hazard communication
Periodic screening / surveillance
Workplace air monitoring
Dust source reduction
Dust suppression
Limited exposure times
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Origins of the Field
Origins of the Field
Risk and Crisis CommunicationRisk and Crisis Communication
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Origins of the Field
• Deep Historical Roots
– Mental Noise Theory
– Trust Determination Theory
• More Recent Roots
– Risk Perception Theory
Origins of the Field
• Deep Historical Roots
– Mental Noise Theory
– Trust Determination Theory
• More Recent Roots
– Risk Perception Theory
Risk and Crisis CommunicationRisk and Crisis Communication
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Origins of the Field
• Deep Historical Roots
– Mental Noise Theory
– Trust Determination Theory
• More Recent Roots
– Risk Perception Theory
Origins of the Field
• Deep Historical Roots
– Mental Noise Theory
– Trust Determination Theory
• More Recent Roots
– Risk Perception Theory
Risk and Crisis CommunicationRisk and Crisis Communication
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Origins of the Field
• Deep Roots
– Mental Noise TheoryMental Noise Theory
– Trust Determination Theory
•
Origins of the Field
• Deep Roots
– Mental Noise TheoryMental Noise Theory
– Trust Determination Theory
•
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When people are stressed or When people are stressed or upset, they have difficulty :upset, they have difficulty :
• hearing informationhearing information
• understanding informationunderstanding information
• remembering informationremembering information
When people are stressed or When people are stressed or upset, they have difficulty :upset, they have difficulty :
• hearing informationhearing information
• understanding informationunderstanding information
• remembering informationremembering information
Mental Noise TheoryMental Noise Theory
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• Limited time (e.g., attention Limited time (e.g., attention span)span)
Trust Determination Factors In High Concern Situations Trust Determination Factors
In High Concern Situations
Assessed in first 30 seconds
Assessed in first 30 secondsListening/Caring/
Empathy50%
Listening/Caring/Empathy
50%Competence/
Expertise 15-20%
Competence/Expertise 15-20%
Honesty/ Openness 15-20%
Honesty/ Openness 15-20%
Dedication/Commitment
15-20%
Dedication/Commitment
15-20%
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Developing Trust• The higher the level of emotion or distrust, the
greater the need for:– words/statements– gestures– actions
that communicate– listening – caring – empathy
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Trust / Credibility Credibility Transference
Trust / Credibility Credibility Transference
“A lower credibility source takes on
the credibility of the highest credible
source that agrees with its position on
an issue.”
“A lower credibility source takes on
the credibility of the highest credible
source that agrees with its position on
an issue.”
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Trust / Credibility Credibility Reversal
Trust / Credibility Credibility Reversal
“When a lower credibility source
attacks the credibility of a higher
credibility source, the lower credibility
source loses further credibility.”
“When a lower credibility source
attacks the credibility of a higher
credibility source, the lower credibility
source loses further credibility.”
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Trust / Credibility Credibility Reversal (con’t)
Trust / Credibility Credibility Reversal (con’t)
“The only information source that can
effectively attack the credibility of
another source is one of equal or
higher credibility.”
“The only information source that can
effectively attack the credibility of
another source is one of equal or
higher credibility.”
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Environmenal Trust Ladder• High
– Health Professionals (e.g., Nurses, Physicians)
– Safety Professionals (e.g., Fire, Police)
– University Scientists
• Medium– Environmental Professionals
– Media
– Activist Groups
• Low– Industry
– Federal Government
– Paid External Consultants
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Stakeholders - Examples• Family and Friends• Employees • Employee families• Supervisors• Co-workers• Unions • Advisory Panels • Local Government • State Government • Federal Government • Other Government Agencies• Politicians• Individuals in the Community
• Activist Groups• Educators• Religious Leaders• Shareholders/Investors• Senior Management• Physicians and Other Health
Professionals• Emergency Responders• Legal Practitioners• Local Business Community• Contractors/Consultants • Media • Ethic/minority groups• Sensitive individuals or