Imparting IN A CRISIS .


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COMMUNICATING IN A CRISIS. 6 Questions To Ask Yourself. What information is crucial to convey in initial messages in order to prompt appropriate public responses after a crisis situation? What are the messages to be delivered prior to, during, and after an incident?
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Imparting IN A CRISIS Copyright, Dr. V Covello, Center for Risk Communication

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6 Questions To Ask Yourself What data is urgent to pass on in introductory messages with a specific end goal to incite fitting open reactions after an emergency circumstance? What are the messages to be conveyed preceding, amid, and after an episode? What are the impediments to compelling interchanges and how might they be minimized? What are the open doors for viable interchanges and how might they be boosted? What inquiries would we be able to envision from the general population in these hazard circumstances? What are the news media\'s obligations and how might you help journalists meet them? Copyright, Dr. V Covello, Center for Risk Communication

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FIRST DO NO HARM The cardinal control of emergency hazard correspondence is the same as that for crisis prescription: first do no mischief. A debilitating or real emergency frequently represents an unpredictable condition of open activity and response. (Emergency + increased open feelings + constrained access to certainties + talk, prattle, hypothesis, supposition, and derivation = a temperamental data environment.) Copyright, Dr. V Covello, Center for Risk Communication

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6 Strategies For Crisis Communication Assess the earth into which you are presenting data. Pick up a feeling of the general population\'s general state of mind toward the circumstance and tailor your presentation as needs be. Is it true that they are stressed and needing consolation? It is safe to say that they are cheery and needing a notice? Is it true that they are furious and needing quieting? Survey your comments to gage the plausible effect that your words will have on the circumstance and modify them as essential; e.g., would you say you are utilizing words, similar to "emergency," "life-debilitating," or "amazingly" and can other, less sensational words be substituted? Copyright, Dr. V Covello, Center for Risk Communication

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6 Strategies For Crisis Communication (proceeded with) 3. Understand your group of onlookers. In the event that it is a correspondent, welcome the requests and imperatives under which journalists work and perceive the dangers those requirements stance to you as a communicator. 4. Don\'t talk unless you are happy with doing as such. Most interchanges missteps are made by those who are not set up to talk but rather feel constrained to do as such in any case. On the off chance that went up against with a with an interest for a speedy reply, have the certainty to state, "I might want to answer that question later." Copyright, Dr. V Covello, Center for Risk Communication

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6 Strategies For Crisis Communication (proceeded) Don\'t accept you\'re not needing assistance, and don\'t be timid about requesting it. Continuously exploit whatever expert interchanges support is accessible to you. On the off chance that you have entry to an open issues office, utilize it. You can likewise enlist a nearby advertising expert or ask a corporate advertising official to volunteer to help you meet your difficulties. Watch, read, and listen to the news; break down how it is introduced; investigate the interchanges aptitudes of others; gain from their triumphs and additionally from their mix-ups. Copyright, Dr. V Covello, Center for Risk Communication

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DEVELOPING GOALS AND KEY MESSAGES Goal #1: Ease open concern Messages • The hazard is low. • The ailment is treatable. • It is not effortlessly contracted. • Symptoms are effectively perceived. Copyright, Dr. V Covello, Center for Risk Communication

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DEVELOPING GOALS AND KEY MESSAGES (cont.) Goal #2: Give direction on the most proficient method to react Messages • Take these safeguards. • If potentially uncovered, contact doctor. • If symptomatic, contact doctor. • Note conceivable manifestations in others. Copyright, Dr. V Covello, Center for Risk Communication

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STAYING ON MESSAGE Once objectives and messages have been built up, the test gets to be distinctly one of conveyance and guaranteeing that messages are heard and objectives are met. The technique for finishing this is the thing that has come to be known as being "on message" and is, basically, a type of shrewd reiteration. Copyright, Dr. V Covello, Center for Risk Communication

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STAYING ON MESSAGE (proceeded with) Raise your focuses frequently enough that your gathering of people leaves with a reasonable comprehension of the message you needed them to listen. Accept open doors to start or end proclamations with an emphasis of your message. Try not to be so dull with a solitary message that you seem, by all accounts, to be attempting to persuade individuals regarding something that isn\'t valid. Try not to rehash your messages word-for-word each time you answer a question. Copyright, Dr. V Covello, Center for Risk Communication

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STAYING ON MESSAGE (proceeded with) Another part of remaining on message is to practice some control over the discussion you are having, be it a meeting, public interview, or inquiries from a crowd of people. Try not to permit the discussion to be driven down ways that are not applicable to your objectives or message—regardless of how constant the examiner may be in seeking after a line of request. Copyright, Dr. V Covello, Center for Risk Communication

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DELIVERING ACCURATE AND TIMELY INFORMATION Hold consistent briefings, do as such during an era that meets the due date needs of the media. Be set up to clarify the importance behind advancing data; e.g., "Concerning the expansion in this number, is an impression of our having expanded the quantity of individuals tried, it is not an impression of an expansion in what we have constantly perceived as the populace wide normal." If you presume that the following data redesign will definitely change a story, give journalists a feeling that such might be the situation. Continuously give insights and key data to the media in composed frame. Continuously know how data was assembled and conclusions came to. Copyright, Dr. V Covello, Center for Risk Communication

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COMMUNICATING COMPLEX INFO. (Logical OR TECHNICAL) Use steady names and different terms all through an emergency circumstance (e.g., changing from parts per million to parts for each billion can bring about caution on the grounds that the higher numbers might be seen, yet not the unit of measure). Maintain a strategic distance from acronyms and language and give watchful definitions ahead of time. Precisely consider what sorts of visuals the news media may need, make certain all data is clarified completely, and utilize these visuals to elucidate and bolster key correspondences focuses. Answer the question, "How much?", as well as the question "Will it hurt me?" to guarantee the data is applicable. Utilize natural casings of reference to clarify how much, how enormous or how little and attempt to make a mental picture of such measures as "parts per billion" or "tons every day." Copyright, Dr. V Covello, Center for Risk Communication

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ACKNOWLEDGING UNCERTAINTY If data is not known or not accessible, the best thing to do is to sincerely let it be known. Saying "I don\'t have the foggiest idea" is a worthy reaction and can really fabricate believability. Gatherings of people should be given however much data as could reasonably be expected to help them comprehend that vulnerability is a piece of the procedure and that the answers accessible now may not be the last replies. In the event that a group of people requests 100% conviction, they are more than likely scrutinizing the hidden values and process, not the science. Attempt to distinguish the genuine worries behind the interest for conviction and address them. ( A group of people question, for example, "In case you\'re not sure, how might we know we\'re being secured?" is not a question about information, it\'s about individual and family wellbeing. That is the issue to be tended to.) Copyright, Dr. V Covello, Center for Risk Communication

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RISK COMMUNICATION MYTHS AND TRUTHS MYTH: RISK COMMUNICATION IS MORE LIKELY TO ALARM THAN CALM PEOPLE. Truth: Not if done appropriately. Instruct and illuminate, don\'t just ready and caution. Allow individuals to express their worries, make inquiries and get precise answers. Copyright, Dr. V Covello, Center for Risk Communication

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RISK COMMUNICATION MYTHS AND TRUTHS (cont.) MYTH: COMMUNICATION IS LESS IMPORTANT THAN EDUCATION. On the off chance that PEOPLE KNEW THE TRUE RISKS, THEY WOULD ACCEPT THEM. Truth: Education is accomplished through compelling communication. Give careful consideration to your process for managing individuals as you do to explaining the substance of the data. Copyright, Dr. V Covello, Center for Risk Communication

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RISK COMMUNICATION MYTHS AND TRUTHS (cont.) MYTH: MANY ISSUES THAT ARISE IN TIMES OF CRISIS ARE TOO DIFFICULT FOR THE PUBLIC TO UNDERSTAND. Truth: No, they aren\'t. An aspect of your responsibilities is to help the open comprehend these issues regardless of how complex they might be. The general population may not settle on technical choices, but rather their suppositions merit consideration by the individuals who are making those decisions. Copyright, Dr. V Covello, Center for Risk Communication

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RISK COMMUNICATION MYTHS AND TRUTHS (cont.) MYTH: RISK COMMUNICATION IS NOT MY JOB. Truth: Yes, it is. As an open hireling, you have a duty to the general population. Incorporate correspondence with people in general into your employment and help other people do likewise. Copyright, Dr. V Covello, Center for Risk Communication

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RISK COMMUNICATION MYTHS AND TRUTHS (cont.) MYTH: IF WE LISTEN TO THE PUBLIC, WE MAY DIVERT LIMITED RESOURCES TO CONCERNS THAT ARE NOT A GREAT THREAT TO PUBLIC HEALTH. Truth: Listening to and speaking with the public does not imply that you should set plans and needs construct exclusively in light of winning open concerns. An aspect of your responsibilities is to oversee issues and desires. People in general\'s worries can\'t be overlooked, yet neither would they be able to fundamentally manage policy. The better educated individuals are, the more probable it will be that people in general\'s and your assessments on needs are adjusted. Copyright, Dr. V Covello, Center for Risk Communication

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MANAGING HOSTILE SITUTATIONS Acknowledge the presence of threatening vibe. The most noticeably awful thing you can do is imagine it\'s not there. Hone self-administration.

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