Core Slides Risk, High Stress, and High Concern Communication Presenter: Dr. Vincent T. Covelo Director, Center for Risk Communication Director, Institute for High Concern Communication New York City Tel. 917-270-5280

Email: [email protected]

Agenda I. 2. 3. 4. 5.

Introduction to Risk, High Stress, and High Concern Communication Risk, High Stress, and High Concern Communication Tools Risk, High Stress, and High Concern Communication Skills Message Mapping and Message Development Techniques Cultural Diversity

Agenda – Part 1 Introduction 1 a. Steps Involved in Risk, High Stress, and High Concern Communication Planning b. Types of Risk, High Stress, and High Concern Communication Issues c. Anticipating, Listening to, and Understanding Audience Concerns

Agenda – Part 1 Introduction 1 a. Steps Involved in Risk, High Stress, and High Concern Communication Planning b. Types of Risk, High Stress, and High Concern Communication Issues c. Anticipating, Listening to, and Understanding Audience Concerns

Introduction: Three Key Messages

Risk, high stress, and high concern communication are

sciencebased disciplines

The key to success is

High concern situations anticipation, change the preparation, rules and practice of communication

Risk, High Stress, and High Concern Communication Literature • 8000 Articles in Peer Reviewed Scientific Journals • 2000 Books • Reviews of the Literature by Major Scientific Organizations – US, National Academy of Sciences: “Improving Risk Communication” – UK, Royal Society: Copyright, Institute for High Concern Communication

Dr. Randall Hyer Dr. Vincent Covello

Contact: CenterforRiskCommunication.o rg

: Dr. Randall A. Hyer and Dr. Vincent T. Covello

“Effective Media Communication During Public Health Emergencies: A World Health Organization Handbook” World Health Organization, United Nations: Geneva, April 2007 •(www.amazon.com or www.who.int/bookorders) Copyright, Institute for High Concern Communication

Risk, High Stress, and High Concern Communication Literature Integration of Science Based Literature from: • Behavioral Sciences • Engineering • Neuroscience

Copyright, Institute for High Concern Communication

• • • •

Reading List

Kahneman, D., “Thinking Fast and Slow” Gladwell, M., “Blink” Bok, D., “Lying” Fisher, R., “Getting to Yes” (Ury, W., “Getting Past No”) • Ekman, P., “Emotions Revealed” (Also, “Telling Lies: Clues to Deception”) • Tufte, E., “Visual Explanations”

FRONTAL LOBE PARIETEL LOBE

OCCIPITAL LOBE

TEMPORAL LOBE

CEREBELLUM

Risk, High Stress, and High Concern Communication Neural Search Engine • Who • What • Where • When • Why • How Copyright, Institute for High Concern Communication

Areas of the Brain Involved In Threat/Fear/Crisis/Change Response Sensory Cortex

Thalamus Hypothalamus

Amygdala Hippocampus

Copyright, Institute for High Concern Communication

13

EMOTIONAL INFORMATION

Limbic System

Copyright, Institute for High Concern Communication

14

Who, What, Where, When, Why, How Information

Ventral Stream

Copyright, Institute for High Concern Communication

15

Who, What, Where, When, Why, How Information

Dorsal Stream

Copyright, Institute for High Concern Communication

16

Areas of the Brain Involved In FEAR & THREAT RESPONSE

Sensory Cortex

Thalamus Hypothalamus Amygdala Hippocampus

Amygdala

Hypothalamus Copyright, Institute for High Concern Communication

17

Risk, High Stress, and High Concern Communication Goals Inform and Educate Persuade and Convince Copyright, Institute for High Concern Communication

Build or Repair Trust

Case Study: Recruitment

Persuasion • Appeals to Logic • Appeals to Emotion • Appeals to Credible Sources

Agenda – Part 1 a 1. Introduction to Risk, High Stress, and High Concern Communications

b. Types of Risk, High Stress, and High Concern Communication Issues c. Anticipating, Listening to, and Understanding Audience Concerns

Steps Involved in Risk, High Stress, and High Concern Communication Planning 1. Identify potential risk, high stress, or high concern scenarios 2. Identify key stakeholders (audiences; interested or affected parties) 3. Identify stakeholder questions and concerns 4. Develop key messages 5. Develop supporting information 6. Coordinate and test messages with stakeholders and partners 7. Plan for delivery Copyright, Institute for High Concern Communication

APP Process: Anticipate/Prepare/Practice

1. Anticipate – Scenarios – Stakeholders – Questions and Concerns 2. Prepare – Messages – Messengers – Means 3. Practice – Drills/Exercises – Simulations – Practice/Rehearsals

Copyright, Dr. V Covello, Center for Change/Risk Communication

Case Studies

Risk, High Stress, and High Concern Communication Planning/APP Exercise 1. Identify one risk, high stress, or high concern communication scenario 2. Identify one key stakeholder (audience; interested or affected party) 3. Identify stakeholder questions and concerns

Copyright, Institute for High Concern Communication

Frequently Asked Questions and Concerns • “50 Most Frequently Asked Questions by Terminally Ill Patients” • “77 Most Frequently Asked Questions During a Disaster” • “101 Most Frequently Asked Questions at a Environmental Clean-Up Site”

• “65 Most Frequently Asked Questions about Pandemic Influenza” • “120 Most Frequently Asked Questions about Ebola” • “95 Most Frequently Asked Questions about a Disease Outbreak” • “205 Most Frequently Asked Questions about a Water Contamination Incident” • “420 Most Frequently Asked Questions about a Radiological Accident”

Sources for Determining Stakeholder Questions and Concerns • • • •

History Subject Matter Experts Surveys/Focus Groups/Stakeholder Interviews Empathic Thinking

Anticipating Questions and Concerns • Challenge Questions and Concerns • Strange and Bizarre Questions and Concerns

Areas of the Brain Involved In Threat/Fear/Crisis/Change Response Sensory Cortex

Thalamus Hypothalamus

Amygdala Hippocampus

Copyright, Institute for High Concern Communication

29

Informational/Fact Questions and Concerns • • • • • •

Who What Where When Why How

Types of Questions and Concerns • Informational/Fact Questions and Concerns • Strange/Bizarre Questions and Concerns

Types of Questions and Concerns • Informational/Fact Questions and Concerns • Strange/Bizarre Questions and Concerns

Challenge/Emotional Questions and Concerns 1. Questions that Challenge Your Trust and Credibility – Caring/Empathy – Competence/Expertise – Honesty/Transparency – Other (e.g., consistency/dedication/perseverance) 2. Other Types of Challenge Questions -- “What if” questions -- “Yes/No” questions -- “Guarantee” questions -- “False allegation” questions

Challenge/Emotional Questions and Concerns 1. Trust and credibility questions – Listing/Caring/Empathy/Compassion – Competence/Expertise – Honesty/Openness/Transparency – Other (e.g., consistency or dedication) 2. “What if” questions 3. “Yes/No” questions 4. “Guarantee” questions 5. “Allegation/Accusation” questions

Trust and Credibility

Listening/ Caring/ Empathy/Compassion 50%

Competence/ All Expertise Other Factors 15–20% Honesty/ 15–20% Openness/ Transparency 15–20%

Typically assessed in first 9–30 seconds

Strange/Bizarre Questions

Agenda – Part 1 b 1. Introduction to Risk, High Stress, and High Concern Communications a. Steps Involved in Risk, High Stress, and High Concern Communication Planning

c. Anticipating, Listening to, and Understanding Audience Concerns

APPLICATIONS: Change Management Organizational Change

• Changes in Personnel and Resources due to Mergers/Downsizing/Rapid Growth • Changes in Personnel or Resources due to Budget Cuts • Changes in Goals, Policies, Mission, Systems, or Strategy • Changes in Timelines • Changes in Technology • Changes in Location • Changes in Leadership Copyright, Institute for High Concern Communication

Types of Risk, High Stress, and High Concern Communication Issues High Stress/High Concern Situations • Missed Deadlines/Project Delays/Disruptions in Service • Health, Safety, Occupational and Environmental Concerns • Controversial Projects Risks, Crises, and Emergencies • High Consequence Health, Safety, Occupational, or Environmental Events or Claims • Natural Hazards • Disease Outbreaks • Accidents

• Marital Risk and Crisis Communication

Marital Risk and Crisis Communication Exercise According to research, there are seven major topics of marital and family arguments. The seven are:

1. 2. 3. 4. 5. 6. 7.

Agenda – Part 1 c 1. Introduction to Risk, High Stress, and High Concern Communications a. Steps Involved in Risk, High Stress, and High Concern Communication Planning b. Types of Risk, High Stress, and High Concern Communication Issues c. Anticipating, Listening to, and Understanding Audience Concerns

Anticipating, Listening to, and Understanding Audience Concerns Risk Perception (Fear) Factors Lower Concern/Fear

Higher Concern/Fear

1. 2. 3. 4. 5. 6. 7.

Untrustworthy sources Few or unclear benefits Controlled by others Involuntary Unfair Human origin Children as victims

Trustworthy sources Large benefits Under one’s control Voluntary Fair Natural origin Children not victims

Perception (Fear) Factors Lower Concern/Fear

Higher Concern/Fear

1. Trustworthy sources 2. Large benefits 3. Under one’s control

Untrustworthy sources Few or unclear benefits Controlled by others

\

Risk Perception (Fear) Factors • Trust • Listening/Caring • Competence/Expertise • Honesty/Transparency • Benefits/Fairness • Societal • Community • Personal • Control/Voluntariness • Choice • Voice • Knowledge

Case Study: Nuclear Power in France

Agenda II. Risk, High Stress, and High Concern Communication Tools a. Review of Templates and Tools

FRONTAL LOBE PARIETEL LOBE

OCCIPITAL LOBE

TEMPORAL LOBE

CEREBELLUM

Areas of the Brain Involved In Threat/Fear/Crisis/Change Response Sensory Cortex

Thalamus Hypothalamus

Amygdala Hippocampus

Copyright, Institute for High Concern Communication

49

Risk, High Stress, and High Concern Communication Theories Trust Determination Theory

Negative Dominance Theory

Mental Noise Theory

Risk Perception Theory

Risk, High Stress, and High Concern Communication Theories

Mental Noise Theory

Mental Noise

0%

20%

100%

Mental Noise When people are stressed, concerned, or worried, they typically: (1)…have difficulty hearing, understanding, and remembering information (R3) (2)…focus more on what they hear first and last. (P/R) (3)…process information in chunks or bites. (27/9/3)

“KISS” Principle 1. Keep It imple and Short (not stupid) 2. Provide Information in Buckets, Chunks, or Bites 3. Layer the information by increasing levels of complexity

Copyright, Dr. V Covello, Center for Change/Crisis Communication

Tools/Templates • R3 • P/R • 27/9/3 Template

Copyright, Institute for High Concern Communication

Tools/Templates • R3 • P/R • 27/9/3 Template

Copyright, Institute for High Concern Communication

Templates • R3

Copyright, Institute for High Concern Communication

R3: The Rule of 3 • 3 Key Messages • 3 Supporting Facts/Proofs/Visuals • 3 Repetitions

Tools/Templates • R3 • P/R • 27/9/3 Template

Copyright, Institute for High Concern Communication

Communication Templates* • Primacy/Recency Template – When people are stressed or upset, they focus most on beginnings and ends. * Holding constant other variables

Copyright, Institute for High Concern Communication

Tools/Templates • R3 • P/R • 27/9/3 Template

Copyright, Institute for High Concern Communication

Communication Templates – 27/9/3 Template (27 Words, 9 Seconds, 3 Messages)

Verbal Skills: Using Numbers Effectively

Numerical Concentration Comparisons • 1 ppb = 1 second in 32 years • 1 ppb = 1 inch in 16,000 miles • 1 ppb = 1 drop in an Olympic size pool

Risk Comparisons • Regulatory Comparisons: As safe or safer than a standard or regulation. • Similarity Comparisons. As safe or safer than something similar. : As safe or safer than it used to be. • Geographical Comparisons: As safe or safer than similar locations. Copyright, Dr. V Covello, Center for Change/Crisis Communication

TRUST DETERMINATION THEORY

Trust Determinatio n Theory

Trust Determination Theory

When people are stressed or upset, they typically: • want to know that you care before they care what you know

Copyright, Institute for High Concern Communication

Trust “Hello” Study

Copyright, Institute for High Concern Communication

People Want To Know That You Care Before They Care What You Know Listening/ Caring/ Empathy/Compassion 50% All Competence/ Other Factors Expertise 15–20% 15–20% Honesty/ Openness/

Transparency 15–20%

Assessed in first 9–30 seconds

People Want To Know That You Care Before They Care What You Know Listening/ Caring/ Empathy/Compassion 50%

Competence/ All Expertise Other Factors 15–20% 15–20% Honesty/ Openness 15–20%

Assessed in first 9–30 seconds

Trust Factors: Low Stress Situations All Other Factors 15-20%

Competence/Expertise

Competence/ Expertise: 80-85%

All Other Factors

Copyright, Dr. V Covello, Center for Change/Risk Communication

CCO Template -- Compassion -- Conviction -- Optimism

Case Study:

BP Oil Spill (2010)

Copyright, Institute for High Concern Communication

Challenges, Strategies, and Skills Needed: Trust Building

Challenges, Strategies, and Skills Needed: Trust Building Hierarchies of Credibility Credibility Ladders

Trust Building Skills Hierarchies of Credibility: Credibility Ladders

MOST CREDIBLE

High Credibility

Medium Credibility

Low Credibility Copyright, Institute for High Concern Communication

LEAST CREDIBLE

Credibility Ladders: Principles  Credibility Transference* -- A lower credibility source on a credibility ladder takes on the credibility of the highest credible source on a credibility ladder that agrees with its messages

 Credibility Reversal* -- A lower credibility source on a credibility ladder that attacks the credibility of a higher credible source loses further credibility * Holding constant over variables Copyright, Dr. V Covelo, Center for Risk Communication

Credibility Ladder: Drug Safety (USA, 2014) • Pharmacists MOST CREDIBLE

• Professors (medical research) • Physicians/Nurses/PhDs • Health Officials • Friend/Family members (with personal experience) • Middle level managers

(drug manufacturer) • Hired experts/consultants LEAST CREDIBLE

• Company executives (pharmaceutical)

Copyright, Institute for High Concern Communication

Credibility Ladder (US): Environmental Health (2014) Most

• • • • • • • • •

Citizen or stakeholder advisory panels Nurses, physicians, other health professionals Safety/emergency response professionals (e.g., fire chief) Professors / Educators Professional societies Government officials Media Industry Officials Consultants from “for-profit” Firms

Least

Copyright, Dr. V Covelo, Center for Change/Risk Communication

HIGH CONCERN COMMUNICATION THEORIES

Negative Dominance Theory

Negative Dominance Theory

When people are stressed or upset, they typically: • focus much more on negative information than on positive information

Copyright, Institute for High Concern Communication

Negative Dominance (Loss Aversion) Theory

Negative Information

Positive Information 3

Positive Information 1 Positive Information 2

Copyright, Institute for High Concern Communication

Templates:

Negative Dominance

• 1N=3P Template • IDK Template

Copyright, Institute for High Concern Communication

Template:

1 Negative = 3 Positives (1N = 3P) • Balance a negative with three positives ================ • Avoid absolutes (never say “never”) • Negative bias (non-verbal communication)

• Avoid repeating highly visual negatives Copyright, Institute for High Concern Communication

Case Study: Walter Reed Hospital (2007)

MedCom Commander Walter Reed Hospital General K. Kiley

General K. Kiley, MedCom Commander, Walter Reed Hospital, Congressional Testimony Q.: “Do you hold yourself accountable for the squalid conditions provided for wounded soldiers at Walter Reed Hospital” A.: “I’m trying to say I’m accountable.” Q.: “How could you not have known? A.: “I don’t do barracks inspections at Walter Reed Hospital.” Q. “Why did you do so little?” A. “Walter Reed is my only command.” Source: March 6, 2007, Washington Post

KDK • Know • Don’t Know • What you will do to find out

Addressing Uncertainties

Case Study: Ebola, 2014-2015

Ebola: Question: “How are hospitals in the US preparing for a case of a patient infected with Ebola?” Response: ”Essentially any hospital in the country can safely take care of Ebola. You don't need a special hospital to do it." Dr. Thomas Frieden Director, Centers for Disease Control and Prevention Sunday, October 12, 2014 Press conference on the first Ebola case in the United States (Dallas, Texas)

9/11 “I am glad to reassure the people of New York and Washington, D.C., that their air is safe to breathe and their water is safe to drink.” EPA Administrator Christie Todd Whitman September 18, 2001

Copyright, Dr. V Covello, Center for Change/Risk Communication

Conditions Needed for Panic Belief that there is: • a small chance of escape • a high risk of being injured or killed • limited or no resources for assistance • a “first come, first serve” system operating • a lack of credible leaders • a lack of effective crisis management

Copyright, Dr. V Covello, Center for Change/Risk Communication

Uncertainty Question: What would you like people to know about pandemic influenza? Response: • “At the early stages of an outbreak, there is much uncertainty. • I want to acknowledge the importance of uncertainty. • Our advice is likely to change as we learn more.” Dr. Richard Besser, Director, Centers for Disease Control and Prevention, November 2007

Communication Templates: Uncertainty KDK Template (Know, Don’t Know) Steps: • State what you know • State what you don’t know • State what you are doing to achieve greater certainty or knowledge ========= “What if” Questions “Guarantee” Questions

RISK PERCEPTION THEORY

Risk Perception Theory

Risk Perception Theory

When people are stressed or upset, they typically: • want information that relates to trust, benefits, control as well as other risk perception factors.

Copyright, Institute for High Concern Communication

Risk Perception Theory:

Fear/Outrage Factors (short list) Lower Concern/Fear

Higher Concern/Fear

•Trustworthy sources •Large benefits •Voluntary •Under one’s control •Fair

•Untrustworthy sources •Few or unclear benefits •Involuntary •Controlled by others •Unfair

Copyright, Institute for High Concern Communication

Risk Perception (Fear) Factors • Trust

– Listening/Caring – Competence/Expertise – Honesty/Transparency

• Benefits/Fairness – Societal – Community – Personal

• Control/Voluntariness – – – –

Choice Voice Knowledge Actions/Things for people to do

Copyright, Institute for High Concern Communication

Templates:

Risk Perception Theory

• TBC Template

Copyright, Institute for High Concern Communication

Template:

Trust, Benefits, Control (TBC) Key Message 1: Trust Message Key Message 2: Benefits/Fairness Message Key Message 3: Control Message

Copyright, Institute for High Concern Communication

Agenda I. 2. 3. 4.

5.

Introduction to Risk, High Stress, and High Concern Communication Risk, High Stress, and High Concern Communication Tools Risk, High Stress, and High Concern Communication Skills Message Mapping and Message Development Techniques Cultural Diversity

Agenda: Part 3 Skills for High Risk, High Stress, and High Concern Situations a. Verbal Presentation Skills b. Non-Verbal Skills c. Conducting Effective Meetings

Agenda: Part 3 Skills for High Risk, High Stress, and High Concern Situations b. Non-Verbal Skills c. Conducting Effective Meetings

Public Meeting Briefing/Presentation Skills • 3 bullets per slide ===== • 10 • 20 • 30

Attention Span Start

T1 T2

Limits on Attention Span

Copyright, Dr. V Covello, Center for Change/Risk Communication

Power Point Briefings/Presentations: High Concern Issues • 3 bullets per slide === • 10 slides (maximum) • 20 minutes (maximum) • 30 words per slide (maximum)

10/20/30 Communication Model Slide 1. Empathy/Listening/Importance of Topic or Issue Slide 2. Three Key Messages (max. 27 words) Slide 3. Key Message 1 with support Slide 4. Key Message 2 with support Slide 5. Key Message 3 with support Slide 6. Repeat Three Key Messages Slide 7. Next Steps/Future Actions Slides 8-10. Visuals

Seven Part Risk, High Stress, and High Concern Communication Model (Oral and Written Communication) 1) 2) 3) 4) 5)

Caring/Empathy Statement/Why Important 3 Key Messages First Key Message and Supporting Info. Second Key Message and Supporting Info. Third Key Message and Supporting Info.

7) What’s Next/Where to Go to Get More Information

Copyright, Dr. V Covello, Center for Change/Risk Communication

Agenda: Part 3 3.Presentionation and Briefing Skills for High Risk, High Stress, and High Concern Situations a. Verbal Presentation Skills b. Non-Verbal Skills c. Conducting Effective Meetings

Non-Verbal Communication Skills

Non-Verbal Communication • Provide up to 75 percent of message • Override verbal content • Are intensely and quickly noticed

• Are interpreted negatively

Copyright, Dr. V Covello, Center for Cha

Non-Verbal Communication: Western European Culture • • • • •

HERC v 3.1

Eyes (Facial Expressions) Posture Hands Dress (Appearance) Voice

1-112

Resource Materials: Non-Verbal Communication • P. Ekman, “Telling Lies: Clues to Deception” • P. Ekman, “Emotions Revealed” • D. Morris, “Body Talk: A Dictionary of Human Gestures”

Copyright, Dr. V Covello, Center for Cha

Dow Corning Case Study “72, 92, Whatever”

HERC v 3.1

1-114

Agenda: Part 3 Skills for High Risk, High Stress, and High Concern Situations a. Verbal Presentation Skills b. Non-Verbal Skills c. Conducting Effective Meetings

Agenda: Part 3 3.Presentionation and Briefing Skills for High Risk, High Stress, and High Concern Situations a. Verbal Presentation Skills b. Non-Verbal Skills c. Conducting Effective Meetings

Conducting Effective Public Meeting Skills

• Messages • Messengers • Means (Channels for Delivering Information

Town Hall Meeting

Copyright, Dr. V Covello, Center for Change/Risk Communication

Open House/Forum/Information Exchange

Agenda I. 2. 3. 4. 5.

Introduction to Risk, High Stress, and High Concern Communication Risk, High Stress, and High Concern Communication Tools Risk, High Stress, and High Concern Communication Skills Message Mapping and Message Development Techniques Cultural Diversity

Numbers

• “The Magic Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information” Professor George A. Miller (Department of Psychology, Princeton University) – The Psychological Review, 1956, vol. 63, pp. 81-97

Copyright, Institute for High Concern Communication

“Top Questions about Ebola: Simple Answers” Authors: Dr. Vincent T Covello and Dr. Randall A. Hyer, 2014 http://www.astho.org/infectious-disease/topquestions-on-ebola-simple-answersdeveloped-by-astho/ 1124

Message Map

Question: … Stakeholder: …

Key Message 1

Key Message 2

Supporting Text

Supporting Text

Key Message 3

Supporting Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Copyright, Institute for High Concern Communication

Stakeholder:

Question or Concern:

Key Message 1

9 words on average

Key Message 2

9 words on average

Key Message 3

9 words on average

Copyright, Dr. V Covello, Center for Change/Crisis Communication

Message Map

Question: … Stakeholder: …

Key Message 1

Key Message 2

Supporting Text

Supporting Text

Key Message 3

Supporting Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Copyright, Institute for High Concern Communication

Message Map: Pandemic Influenza Key Message 1

Wash your hands.

Stakeholder: Public/Media Question or Concern: What should people do to prevent spread of the disease? Key Message 2

Key Message 3

Stay home if you are sick.

Cover your cough or sneeze.

.

Copyright, Dr. V Covelo, Center for Change/Risk Communication

Message Map: Question: What can people do to protect themselves from mosquitoes carrying disease? Key Message

“Remove Standing Water” 1.1

1.2

1.3

Puddles

Flower Pots/Bird Baths Cup of Water

Key Message

“Wear Protective Clothing” 2.1

Long Sleeves

2.2

Long Pants

2.3

Dusk and Dawn

Copyright Dr. V. Covello, Center for Change/Crisis Communication

Key Message

“Use Insect Repellent” 3.1

DEET

3.2

23%

3.3

Medical Research

129 HERC v 3.1Copyright, Dr. V Covello, Center for Change/Crisis

Agenda I. 2. 3. 4. 5.

Introduction to Risk, High Stress, and High Concern Communication Risk, High Stress, and High Concern Communication Tools Risk, High Stress, and High Concern Communication Skills Message Mapping and Message Development Techniques Cultural Diversity

Non-Verbal Communication: Cultural Diversity

Hand Gestures

Gestures in Afghanistan (Note: Meaning may be traditional or Western) • • • • • • •

Pounding the fist into the palm: ??? Stroking the beard or chin signals: ??? Nodding the head up and down: ??? Winking: ??? Pointing a finger at a person: ??? Thumbs-up: ??? The OK sign: ???

Gestures in Afghanistan (Note: Meaning may be traditional or Western) • • • • • • •

Pounding the fist into the palm: revenge Stroking the beard or chin signals: revenge Nodding the head up and down: yes Winking: sexual connotations Pointing a finger at a person: extremely rude; sexual advance Thumbs-up: offensive; equivalent to middle finger in West The OK sign: no meaning; the evil eye, 0-value, a lewd reference to a body part; threatening gesture (“you’ll see”)

Body Language: Non-Verbal Communication

Amy Cuddy: https://www.ted.com/talks/amy _cuddy_your_body_language_sh apes_who_you_are?language=e

Case Study: Japanese Business Cards

Japanese Cultural Values • • • • • •

Politeness/Respect for Others Hard Work/Identification with Job Status Honor Rules for Proper Behavior Respect for Elders (even if only a few years difference)

Challenge: Cultural Diversity Case Study: Fukushima Nuclear Power Plant Accident

Copyright, Dr. V Covelo, Center for Risk Communication

Japanese Cultural Values • Courage/Bravery • Respect for elders and others (“Leave the last cookies on the plate.” • Status • Honor • Rules for Proper Behavior • Consensus/Teamwork • Identification with Job

Latino/Hispanic Cultural Values • • • • • • •

Religiosity Extended Family Gender Roles Low Trust in Government Honor/Respect Conviction/Passion …. Copyright, Dr. V Covelo, Center for Risk Communication

Case Study: Visuals

HERC v 3.1

1-141

Risk, High Stress, and High Concern Communication Theories Trust Determination Theory

Negative Dominance Theory

Mental Noise Theory

Risk Perception Theory

CONCLUSION/ SUMMARY

Takeaways • Takeaway Messages • Takeaway Tools • Takeaway Quotes

Copyright, Institute for High Concern Communication

Takeaway Messages

Risk, crisis, and emergency communication are

sciencebased disciplines

High concern situations change the rules of communication

The key to success is

anticipation, preparation, and practice

Takeaway Tools • 27/9/3 Template • CCO Template • 1N=3P Template

Copyright, Institute for High Concern Communication

Message Map: Pandemic Influenza Key Message 1

Wash your hands.

Stakeholder: Public/Media Question or Concern: What should people do to prevent spread of the disease? Key Message 2

Key Message 3

Stay home if you are sick.

Cover your cough or sneeze.

.

Copyright, Dr. V Covelo, Center for Change/Risk Communication

Takeaway Quotes • “95 percent of all risk, high stress, and high concern communication work should be done in advance” – Mayor Giuliani (1995)

• “If I had all day to cut a large tree, I would spend most of the day sharpening my axe.” – Abraham Lincoln

• “It takes me an average of two weeks to prepare an impromptu speech.” – Mark Twain Copyright, Institute for High Concern Communication

Specialized Skills: Social Media

Speed at Which Information Flows Through Traditional and Social Media • 20 years ago: 24 hours • 10 years ago: 4 hours • Today (2015): 4 minutes

Challenge: Everybody is talking. Everybody is listening

.

Twitter (230 million active users; average of 500 million Tweets every day) Maximum: 140 characters • Common Language • Short cuts (e.g., “u” instead of “you”) • Limited use of polysyllabic words Example: “……… is a serious concern to us. We will continue to work with ….. …….. …….. ……. …...... in this regard. We are confident of success.” (27 words/9 seconds/3 messages: less than 140 characters)

Social Media • • • • • • • • • 153

Tell the truth Be first Anticipate questions Be empathetic Acknowledge uncertainty Do not speculate or over-reassure State your key messages in a sound bite (27/9/3) Use simple language Bridge back to your key messages

Specialized Skills: Visuals

FRONTAL LOBE PARIETEL LOBE

OCCIPITAL LOBE

TEMPORAL LOBE

CEREBELLUM

Areas of the Brain Involved In Threat/Fear/Crisis/Change Response Sensory Cortex

Thalamus Hypothalamus

Amygdala Hippocampus

Copyright, Institute for High Concern Communication

156

Visuals • • • • • •

Who What Where When Why How

Copyright, Institute for High Concern Communication

• Graphics • Analogies • Story Telling ====== • Non-Verbal Communication Copyright, Dr. V Covello, Center for Change/Crisis Communication

Resources • E. Tufte, “Visual Explanations” • D. Roam, “Back of the Napkin”

Specialized Skills: Addressing Biases

Anticipating, Listening to, and Understanding Audience Concerns

Heuristics – Short Cuts Taken by the Brain for Processing Complex Information

• • • • •

Confirmation Bias Anchoring … … …

Anticipating, Listening to, and Understanding Audience Concerns Confirmation Bias • Seeking only information that confirms what we already believe. • Ignoring or discounting information that is contrary to what we already believe. • 4 Hit Theory of Belief Formation