Transcript English Lanard template Guangzhou 151

Risk Communication:
Overview, Background, Typology, Stories, and Exercises
2nd workshop on development of platform of public health event
information communication strategy among Health Departments in
Guangdong Province, Hong Kong and Macao and risk communication
capacity building
Dongguan, Guangdong, China
August 28-31, 2010
Jody Lanard M.D.
[email protected]
The Peter Sandman Risk Communication Website
www.psandman.com
Risk Communication Slides from Jody Lanard
Please feel free to copy and share these slides with
others in your agency, or with other agencies.
Please feel VERY free to adapt the slides for training
purposes, adding a note “Adapted by [your name or
agency] from slides by Jody Lanard.”
Please delete any slides you do not wish to use.
Please add any examples or other material, with a note
stating the author of the slide.
Overview of Presentation – August 28 (Day 1)
1.
2.
3.
4.
5.
Quick survey
Some outbreak communication stories
Introduction to risk communication
How normal people perceive risk.
Introduction to the three main kinds of risk
communication
Overview of Presentation – August 29-30
(Days 2 and 3)
1.
Review and exercise: What kind of risk communication do you
need when…
2.
Crisis communication:
How bad is it? How sure are you?
Exercise: early bad news, very uncertain.
Dealing with emotions in crisis
Exercise: the situation gets worse.
Involving the public
Acknowledging errors and misimpressions
3.
Barriers to doing “good risk communication” -- discussion
4.
Evaluating your risk communication
A quick survey about your job!
1. Do you see yourself as mostly a technical person in your
work? (doctor, nurse, lab, public health )
2. Do you see yourself as mostly a policy person or
administrator?
3. Do you see yourself as mostly a communication person
in your work?
4. If you are mostly a communication person, did you start
out as a technical person?
5. Do you have a job that is not technical, and not related to
communication, and not policy?
5
A quick survey about trust
1. How much trust and confidence do citizens
have in your health agency?
High? Medium? Low?
2. How much trust and confidence do you have
in your citizens?
High? Medium? Low?
6
Some true Outbreak
Communication stories
7
Good example: China apologizes to Mexico for
not giving advance warning about H1N1
containment plans.
CANCUN, Mexico (AFP) — China's
Health Minister Chen Zhu Friday
apologized to his Mexican counterpart
for failing to warn him about the tough
measures Beijing imposed on
Mexicans to combat swine flu.
"I regret that I did not talk first” [to the
Mexican health minister].
(AFP, July 3 2009)
8
Good example: Quick acknowledgement of blame
Last month, wastewater from a
copper processing plant in Fujian
province leaked into a river. At first,
the plant owner, Zijin Mining Group,
blamed heavy rains.
But a couple days later, under government pressure, mining officials
admitted on television that company failures were to blame as well.
A company letter stated: "The Company was overconfident, had a lack
of crisis awareness and didn't properly handle the balance between
economic efficiency, ecological benefit and public interest.”
[Quote and photo from July 20, 2010, Wall Street Journal
Similar good example during SARS:
WHO apologizes to Canada for (apparently) not
giving advance warning about the travel
advisory against unnecessary travel to Toronto.
“There was a breakdown in communications...
there was some kind of mistake, that [the
Canadian officials’ didn’t receive the message
about the travel advisory]… And I think
we’re ready to accept some blame here.”
--WHO communication officer, April 2003
10
Not such a good example: Failing to apologize.
Very early in the pandemic, a western country
with many cases of swine flu decided not to
impose EXIT screening.
Other countries demanded that the seriouslyaffected country screen airline passengers
who were flying to their countries.
The western country refused, and did not
publicly explain its decision, and did not
apologize for this lack of communication.
11
Excerpt from the pandemic plan of the country
which refused to explain why it decided not to
impose exit screening:
“If a pandemic begins in or spreads to [our
country], health authorities might screen
outbound passengers to decrease
exportation of disease. Early in a
pandemic, [our country] might also implement
domestic travel-related measures to slow
disease spread within [our country.]”
12
Bad example from early days of an
unknown outbreak in Africa in 2007:
“Don't panic, it isn't Ebola, it is probably just
plague, but the lab results aren't definite yet,
and the situation is under control.”
(…It DID turn out to be Ebola.)
13
Good example from early in an African outbreak
which later turned out to be a new strain of Ebola:
Describing a mysterious fever in Uganda, Health
Ministry official Sam Okware said it was deadly,
but not hemorrhagic.
“We’re investigating but we really don’t know what
it is. We tested for Marburg, thank God it was
negative. It is most likely a virus, but we haven’t
identified it... It is not at all contained.” -- New
York Times, November, 2007
14
Good example from later in the same outbreak:
Doctor Sam Okware announces that the mysterious
and deadly outbreak has been identified as a new
strain of Ebola.
"From the beginning we've been isolating
cases ... But we can't say it's contained.
There may be other people in those villages
unknown to us."
--November 2007
15
“Don’t panic” stories
Typical over-reassuring statements by
officials, at the start of outbreaks
16
Don’t Panic!
Bermuda, first pandemic H1N1 case:
“The spokesman further said there was no
reason to panic or take any extra
precautions as the boy has left the
Island with his family.”
17
Don’t Panic!
Early India headline:
Fully prepared to face A(H1N1)
challenge: Health Minister Azad
“We want to reassure the people that there
is no need for panic. The disease is fully
curable and we have enough stock of
medicines.”
18
Don’t Panic!
Thailand:
The health minister told the people not to
panic as there was no domestic
pandemic of the virus and that all of the
patients had contracted the swine flu
from abroad.
19
Don’t Panic!
An Asian country, announcing the end of
“containment” efforts:
The Health Minister predicted that there
would eventually be a large-scale
outbreak.
“This is something we already knew and
are already prepared for, so there is no
need to panic.”
20
Don’t Panic!
Brunei:
The Brunei Minister of Health said there is
no need for the nation to panic as Brunei
remains unaffected.
21
Don’t Panic!
Brunei, a couple weeks later…
The Health Minister said there is no cause to
panic now that Brunei has recorded its first
H1N1 case in the country.
22
Don’t Panic!
India’s Health Minister, June 12 2009:
“There is absolutely no need for people to
panic as the virus is a 100 per cent
curable.”
23
Don’t Panic!
New Zealand’s Health Minister:
There is no cause for alarm because we
are seeing what was to be expected;
that is that some people would have very
severe illness and some would die.
24
To the public, "There is no need to panic“
implies at least four things:
1."The officials think or know that people
are close to panicking. Things must be
pretty bad.“
This increases public alarm.
25
.
2. "The officials think we're about to panic.
How insulting."
This decreases respect for officials.
26
.
3. The officials are close to panicking
themselves."
This increases public alarm.
27
.
4. "Sometimes there must indeed be a
need to panic."
28
Three degrees of “Don’t
Panic”
1. Don’t panic.
29
Three degrees of “Don’t
Panic”
1.Don’t panic.
2.Don’t panic yet.
30
Three degrees of “Don’t
Panic”
1. Don’t panic.
2. Don’t panic yet.
3. Don’t panic yet because…
31
“The situation is under control” examples
Officials often have an irresistible urge to say this
at the very start of an outbreak!
We will discuss this urge to over-reassure – and
strategies to resist that urge -- when we talk
about:
Crisis Communication:
How Bad Is It?
How Sure Are You?”
32
The situation is under control:
a bird flu example
Turkey’s first announcement of an outbreak:
"Bird flu is totally under control....The
outbreak ... occurred in one area and has
been contained. "
--Turkish official, October 13, 2005
Back to the pandemic:
Announcing South Africa’s second case of
pandemic influenza H1N1, June 25 2009,
“the
Government
could assure
the MOH
spokesperson
said: that all
systems were in place to respond
appropriately to every suspected or
confirmed case.”
34
Still under control …
Headline: “Swine flu under control”
(South Africa, June 30 2009)
Swine flu is under control, [the Health Minister]
said on Tuesday after reports of three more
cases of the virus in South Africa.
“Fortunately it is not virulent but just spreading
widely. However, I must state that it is under
control."
Good example: Trusting the public to bear bad news: First
announcement that the Mexico outbreak is indeed Swine
Flu, April 24 2009
“Before I talk about the cases and specific actions,
I want to recognize some initial guiding
concepts. First I want to recognize that people
are concerned about this situation.
“We hear from the public and from others about
their concern, and we are worried, as well. Our
concern has grown since yesterday in light of
what we’ve learned since then.”
-- Dr. Richard Besser, acting director, U.S. CDC
36
;
“I want to acknowledge the importance of
uncertainty. At the early stages of an
outbreak, there’s much uncertainty, and
probably more than everyone would like.
“Our guidelines and advice our likely to be
interim and fluid, subject to change as we
learn more. We’re moving quickly to learn as
much as possible and working with many
local state and international partners to do
so.”
-- Dr. Richard Besser, acting director, U.S. CDC
37
How does “telling people what to expect”
sound, when it is done well?
From New Zealand:
“The way the virus has spread in Australia is what
we’re likely to see here – the numbers will
increase and at some stage we will have
community spread.
38
Who Outbreak Communication
Guidelines – final:
•
•
•
•
•
Trust
Announcing early
Transparency
[Involving] The public
Planning
.
Introduction to risk
communication
40
“Why are people afraid of the wrong risks?”
• Some risk communication history
• The 0.2 correlation between whether a risk
is dangerous and whether it frightens (or
angers) people
• “Risk” is defined in two completely
different ways by experts and by everyone
else!
Risk: a traditional definition
风险 = 强度x 概率
The multiplication of
Magnitude x Probability.
How likely to happen?
How bad if it happens?
Risk Perception:
How normal people perceive risks
Peter Sandman 描述的 12个“愤怒情绪因素”
来自Paul Slovic的风险心理测试模型
(Handouts include this next chart.)
44
Outrage (and fear) Factors
How normal people assess most hazards
“safe”
Natural
Voluntary
Controlled by self
Trustworthy sources
Responsive process
Familiar
Not memorable
No moral relevance
Not dreaded
Chronic
“risky”
Industrial
Involuntary
Controlled by others
Untrustworthy sources
Unresponsive process
Unfamiliar
Memorable
Moral relevance
Dreaded
Catastrophic
© Peter Sandman 1987, 2006 (Based on the risk perception work of Paul Slovic)
A new definition of risk:
Risk
Copyright
2006 Peter Sandman
风险
A new definition of risk:
Risk
Hazard
Copyright 2006 Peter Sandman
风险
危险
A new definition of risk:
Risk
Hazard
Outrage
Copyright 2006 Peter Sandman
风险
危险
愤怒
A new “definition” of risk:
风险 = 危险 + 愤怒
(Peter Sandman 的公式 )
(愤怒: 愤怒, 担心、,恐惧和悲痛)
Risk = Hazard + Outrage
(Peter Sandman’s formula!)
Copyright 2006 Peter Sandman
*注意：对专业人士而言， R = f(H,0)
("风险是危险和愤怒情绪的函数)
For technical people:
Risk = f( H, O )
Copyright 2006 Peter Sandman
A new “definition” of risk:
Risk = Hazard + Outrage
风险 = 危险 + 愤怒
Copyright 2006 Peter Sandman
Causality goes both ways, but -Outrage
Hazard
Perception
愤怒
危险风险认知
愤
怒
O
U
T
R
A
G
E
危险 HAZARD
Copyright 2003 Peter Sandman
愤
怒
O
U
T
R
A
G
E
Four kinds of risk communication
PUBLIC
RELATIONS
HEALTH & SAFETY
EDUCATION
ACTIVISM
危险 HAZARD
Copyright
2003 Peter Sandman
愤
怒
O
U
T
R
A
G
E
“Precaution
Advocacy”
预防措施倡导
危险
Copyright
2003 Peter Sandman
HAZARD
.
愤
怒
O
U
T
R
A
G
E
Or
“Precaution
Advocacy”
预防措施倡导
F
E
A
R
危险 HAZARD
Copyright
2003 Peter Sandman
.
“小心!”
“Watch out!”
http://www.foxnews.com/images/372629/3_64_china_quake_lake.jpg
57
愤
怒
O
U
T
R
A
G
E
OUTRAGE
MANAGEMENT
愤怒管理
Or
F
E
A
R
Precaution
Advocacy
预防措施倡导
危险 HAZARD
Copyright
2003 Peter Sandman
愤
怒
O
U
T
R
A
G
E
OUTRAGE
MANAGEMENT
愤怒情绪
Or
F
E
A
R
危险 HAZARD
Copyright
2003 Peter Sandman
.
愤
怒
OUTRAGE
MANAGEMENT
愤怒情绪
O or
U
T F
R E
A A
G R
E
危险 HAZARD
Copyright
2003 Peter Sandman
卡特里娜飓风后
新奥尔良被水淹没
防洪堤的失败应当归咎与谁？
61
http://media.kspr.com/images/Katrina+Levee.jpg
为在地震中倒塌的学校找到可指责的人：
Looking for someone to blame about the schools that
collapsed in the earthquake:
62
Pandemic outrage at different times
Spending too much money ?
Accusing WHO of a “Fake Pandemic?”
Accusing governments of over-reacting?
Accusing governments of under-preparing?
Accusing governments of hiding information?
Accusing governments of using “untested”
vaccine?
And much more!
63
For many of our online articles and
handouts on Outrage Management
See the Outrage Management Index of
our website at:
www.psandman.com/indxoutr.htm
愤
怒
OUTRAGE
MANAGEMENT
愤怒情绪
O
U
T
R
A
G
E
Precaution
Advocacy
预防措施倡导
危险
Copyright
2003 Peter Sandman
.l
HAZARD
愤
怒
OUTRAGE
MANAGEMENT
愤怒情绪
O
U
T
R
A
G
E
Precaution
Advocacy
预防措施倡导
危险
Copyright
2003 Peter Sandman
Two Arrows
HAZARD
“我们共同度过难关.”
愤
怒
OUTRAGE or FEAR
MANAGEMENT
愤怒情绪
O
U
T
R
A
G
E
Precaution
Advocacy
预防措施倡导
危险
Copyright
2003 Peter Sandman
CRISIS
COMMUNICATION
危机沟通
HAZARD
愤
怒
O
U
T
R
A
G
E
Crisis
Communication
危机沟通
“We’ll get through this together”
“我们共同度过难关.”
危险
Copyright
2003 Peter Sandman
Get through this together
HAZARD
For many of our online articles and
handouts on Crisis Communication
See the Crisis Communication Index of
our website at:
www.psandman.com/terror.htm
.
愤
怒
Outrage
or
Fear
危险
©
Peter Sandman 2004
www.psandman.com
.
Hazard
3 Risk Communication Paradigms
1. Watch out!! 小心！
(precaution advocacy)
( 预防措施倡导 )
Copyright 2006 Peter Sandman and Jody Lanard
Risk Communication Paradigms
1. Watch out!! 小心！
(precaution advocacy)
( 预防措施倡导 )
2. Calm down!! 冷静下来！
(outrage and fear management)
( 愤怒管理 )
Copyright 2006 Peter Sandman and Jody Lanard
Risk Communication Paradigms
1. Watch out!! 小心！
(precaution advocacy)
( 预防措施倡导 )
2. Calm down!! 冷静下来！
(outrage and fear management)
( 愤怒管理 )
3. We’ll get through this together. 我们共同度过难关.
(crisis communication)
( 危机沟通 )
Copyright 2006 Peter Sandman and Jody Lanard
What “risk communication” is not:

“Educating the public”

One-way communication

Talking to people who have no
pre-existing views

Information you give out after you
have made all your plans.
Copyright 2006 Peter Sandman and Jody Lanard
第一个练习：小测验（两人一组较快完成）
First Exercise: Quiz (work quickly in groups of two):
• 在以下情况中，需要哪种风险沟通？为什么？可以提
供不止一个答案。
(预防措施倡导, 危机沟通,愤怒情绪 ?)
• What type of risk communication is needed in the
following situations? Why? You may give more than
one answer.
Quiz: What kind of risk
communication should you do?
• Evacuating a coastal village when a
typhoon is about to come ashore.
• Hint: At least two kinds of risk
communication may be needed!
Evacuating a coastal village
愤怒情绪
愤
怒
危机沟通
???
预防措施倡导
危险
Copyright
2003 Peter Sandman
Quiz: What kind of risk
communication should you do?
• After published rumors that there is a
large watery diarrhea outbreak:
Reporting that the Ministry has known for
several days that some of the diarrhea
patients
tested positive for cholera.
愤怒情绪
危机沟通
???
愤
怒
Admitting that the watery diarrhea
outbreak is really cholera –
and that the government knew 预防措施倡导
several days ago.
危险
Copyright
2003 Peter Sandman
Second exercise:
• Write down some of your big and small
concerns about health-related problems
that might happen during Expo.
• Then write down which kind of risk
communication might be necessary to
communicate about each problem.
80
.
危机沟通一：情况有多严重？你有多大把握？
1. 不要过分地安慰人心。
How bad is it? How sure are you?
1. Don’t over-reassure
81
1． Don’t over-reassure
When people are unsure or ambivalent about how
worried they should be, they often become
(paradoxically) more alarmed when officials seem too
reassuring. This can lead to anger and skepticism as
well, and to loss of essential credibility if the truth
turns out more serious than predicted. A potential
crisis is a classic high-magnitude low-probability risk;
if you keep assuring people how unlikely it is, they
tend to focus all the more on how awful it would be.
82
9/11 dust chasing people
俯瞰911袭击尘埃云
Bad example: Premature overconfident over-reassurance:
"I am glad to reassure the people of
New York and Washington, D.C.
that their air is safe to breath and
their water is safe to drink."
– U.S.Environmental Protection
Agency Director Whitman,
September 18, 2001
Christie Todd is pleased
Reaction to bad example:
Judge Blasts Ex-EPA Chief For
“for reassuring Manhattan
residents that the environment
was safe to return to homes
and offices while toxic dust was
polluting the neighborhood.”
--NBC News, February 2006
Blasting Christie Todd Whitman
Normal view of U.S. at night,
from outer space
B
l
a
c
k
o
u
t
P
h
o
t
o
9
New York Blackout, 2003
“Is it terrorism?”
“People are a little
scared and seem on
edge. I don't hear the
word terrorism, but
“The first radio reports
the air is thick with
reassured everyone
the thought.”
that it was not an act
of terrorism.”
-- Leah Singer, blogger
-- Jason Kottke, blogger
Bad example: (premature reassurance)
Mayor Bloomberg, early in the NY blackout of 2003
“I can tell you 100
percent sure that there
is no evidence as of
this moment
whatsoever of any
terrorism.”
NY Mayor Michael Bloomberg talking to CNN anchor
Kyra Phillips, 7:41 p.m., August 14, 2003
Bloomberg example don’t over-reassure
Quiz:
• What words “protect” him if he turns
out wrong?
Copyright
2006 Peter Sandman and Jody Lanard
Answer:
“…as of this
moment…”
What words did CNN run as a
caption, while the Mayor spoke?
“???????”
For about ten minutes, CNN ran the
words:
e
“100% sure”
See Saw
.
危机沟通一：情况有多严重？你有多大把握？
2. 把安慰人心的信息放在从句中。
(I think the translation of 2 is not quite right! It is very
difficult.)
How bad is it? How sure are you?
2. Give reassuring information if you have it – but
end on a note of caution. “Even though…”
96
2．Put reassuring information in subordinate clauses.
When giving reassuring information to frightened or
ambivalent people, it is helpful to de-emphasize the
fact that it is reassuring. “Even though we haven’t
seen a new case in18 days, it is too soon to say
we’re out of the woods yet.” This is particularly
important when the news is good so far, but there
may be bad news coming. Practice converting onesided reassurances into two-sided good-news badnews combinations until the technique comes
naturally.
97
Good example: Singapore
“subordinates” the good news
“The WHO said the [SARS] peak
is over in Singapore, but our
minister has said it is too early
to tell."
Copyright 2006 Peter Sandman and Jody Lanard
See Saw
Good example: U.S. CDC Director
Julie Gerberding “subordinates” the
good news
When asked if there was community
transmission of SARS, Dr. Gerberding
said:
"Even though there is no sign of
community spread, we are continuing
intense surveillance and we're not out
of the woods yet."
Good example: U.S. CDC Director Julie
Gerberding “subordinates” the good
news
When asked if SARS could possibly be
due to terrorism, Dr. Gerberding said:
“Although this virus appears to be of
entirely natural origin, we are being
vigilant about all possibilities."
One day, when there was very little
important SARS news …
Copyright
2006
Peter Sandman and Jody Lanard
“Is SARS From Outer Space?”
–CNN headline, May 23, 2003
Photo from: http://pardonbakarmisiniz.wordpress.com/files/2006/08/meteor-shower.jpg
Good example: U.S. CDC Director
Julie Gerberding “subordinates” the
good news
"Even though there is no
evidence that SARS comes
from outer space, we're keeping
an open mind.”
-- Dr. Julie Gerberding, U.S. CDC
copyright Peter Sandman and Jody Lanard 2006
How bad is it? How sure are you?
危机沟通一：情况有多严重？你有多大把握？
3. Err on the alarming side.
3. 要错就错在轻事重报。
Err Alarming Side
copyright Peter Sandman and Jody Lanard 2006
情况有多严重？你有多大把握？
How bad is it? How sure are you?
4. Acknowledge uncertainty.
4. 承认不确定性：
Uncertainty
情况有多严重？你有多大把握？
How bad is it? How sure are you?
5.
Share dilemmas.
5.
与人分享两难困境。
copyright Peter Sandman and Jody Lanard 2006
情况有多严重？你有多大把握？
How bad is it? How sure are you?
6.
6.
Acknowledge opinion diversity
承认有不同的意见。
copyright Peter Sandman and Jody Lanard 2006
SARS in Singapore:
To close the schools? Or not?
In the middle of the SARS crisis, the
Singapore government told the public
about internal disagreements about
whether to close the schools…
情况有多严重？你有多大把握？
How bad is it? How sure are you?
7. Be willing to speculate.
7.
勇于做推测。
copyright Peter Sandman and Jody Lanard 2006
Share Dilemmas
China Daily, December 12, 2007:
The possibilities of regional bird flu outbreaks were
"very high" in the winter and coming spring, said
Vice Minister of Agriculture Yin Chengjie on
Monday.
VERY GOOD EXAMPLE OF:
--DON'T OVER-REASSURE
--TELL PEOPLE WHAT TO EXPECT
--SPECULATE RESPONSIBLY
--AIM FOR CANDOR
处理危机的情绪反应
Coping with the emotional side of the crisis
8. Don't overdiagnose or overplan for panic.
8. 不要对恐慌做出过度的诊断或过分的计划。
处理危机的情绪反应
Coping with the emotional side of the crisis
9. Don't aim for zero fear.
9. 不要指望零恐惧。
copyright Peter Sandman and Jody Lanard 2006
Zero Fear
处理危机的情绪反应
Coping with the emotional side of the crisis
10. 不要忘记除恐惧以外还有其他的
情绪反应。
10. Don’t forget other emotions in
addition to fear.
copyright Peter Sandman and Jody Lanard 2006
Don’t forget other emotions
Emotional Responses to Crisis
1.
2.
3.
4.
5.
6.
Fear
Empathy/Misery
Anger
Hurt
Guilt
Resilience!
copyright Peter Sandman and Jody Lanard 2006
处理危机的情绪反应
Coping with the emotional side of the crisis
11. Don't ridicule the public's emotions.
11.不要嘲笑公众的情绪。
copyright Peter Sandman and Jody Lanard 2006
处理危机的情绪反应
Coping with the emotional side of the crisis
12. Legitimize people’s fears (and anger)
12.认为人们的恐惧情绪是正当的。
copyright Peter Sandman and Jody Lanard 2006
Good example: Singapore Prime
Minister Goh validates SARS fear
"For me, the most appropriate coinage for
SARS was 'Singaporeans Are Really
Scared'. Yes, we were really scared. Scared
for our lives and our loved ones. Scared of
taking a taxi, scared of going to the hospital.
Scared that tourists and customers would
not return, and we might lose our jobs.
“For the first time in our history, all
Singaporeans felt the same fear at the same
time. But far from being frozen by the fear,
the entire nation sprang into action."
处理危机的情绪反应
Coping with the emotional side of the crisis
13.容忍事件早期公众的过度反应。
13. Tolerate early over-reactions.
copyright Peter Sandman and Jody Lanard 2006
13. 容忍事件早期公众的过度反应。
一开始人们接受新的危险时采取的一种主要方式是“过
度反应”。我们不再做那些突然间显得危险的事情；
我们对一些消息变得高度警觉甚至对街上的陌生人也
提高了警惕；我们按个人的理解来应对这些风险，过
早地采取不必要的防范措施。心理学家称之为“适应
反应”。从情感上和逻辑上，这是一种很有用的预演
形式—官员们如果处理得当，可以把它当作一个可教
学的机会。人们很快就会平稳下来，进入新的正常状
态。
copyright Peter Sandman and Jody Lanard 2006
Adjustment Reactions --- the Teachable Moment in crisis
communications!
You can harness and channel it,
Or you can waste the opportunity!
copyright Peter Sandman and Jody Lanard 2006
?
Fear
容忍事件早期公众的过度反应。
Use the “Teachable Moment”
copyright Peter Sandman and Jody Lanard 2006
处理危机的情绪反应
Coping with the emotional side of the crisis
14. Show your own humanity
14.表现出你自己人性的一面。
copyright Peter Sandman and Jody Lanard 2006
15. Tell people what to expect.
“Anticipatory guidance” – telling people what to expect –
does raise some anxiety, especially if you’re predicting
bad news. But being forewarned helps us cope, it
keeps us from feeling blindsided or misled, and it
reduces the dispiriting impact of sudden negative
events. Warning people to expect uncertainty and
possible error is especially useful. So is warning people
about their own likely future reactions, particularly the
ones they may want to overrule: “You’ll probably feel
like stopping the medicine before it’s all gone.”
124
22. Be explicit about changes in official opinion,
prediction, and policy.
In emerging crises, authorities are likely to learn things
that justify changes in official opinions, predictions, or
policies. With a new disease, for example, there are
bound to be changes in the recommended
precautions and the treatment protocol. Announcing
the new doctrine without reminding the public that it
deviates from the old, though tempting, slows
learning and fosters confusion or even suspicion.
125
Third exercise:
Convert “typical” risk communication
into “good” risk communication.
Work in groups of two.
126
Exercise: Convert “typical” risk communication into
“good” risk communication. Work in groups of two.
Goal: Re-write statement of official, to practice using
good risk communication strategies.
.
When a mysterious respiratory disease was
spreading in Hong Kong hospitals in 2003, Health
Secretary E.K. Yeow said:
n
“Hong Kong is absolutely safe, and
no different from any other big city in
the world. Hong Kong does not have
an outbreak, okay?”
127
Coping with the emotional side of the crisis:
Premier Wen has often been a good example.
11. 不要嘲笑公众的情绪。
12. 认为人们的恐惧情绪是正当的。
13. 容忍事件早期公众的过度反应。
14. 表现出你自己人性的一面。
11. Don’t ridicule the public’s emotions
12. Legitimize people's fears.
13. Tolerate early over-reactions.
14. Show your own humanity
copyright Peter Sandman and Jody Lanard 2006
不仅要用智力领导人民，
还要用情感来领导人民，
这一点至关重要。
It is absolutely crucial to lead with
your intellect AND with your
emotions.
129
温总理感同身受
在中国一个类似于YouTube的网站 www.tudou.com 上贴了一段视频，
题目为“亲爱的温总理，你感动了中国。”（新华社报道）
130
Premier Wen Jiabao consoles the son
of a dead coal miner in 2005.
131
“冷静、自信、勇气”
.
132
在危机中，表达出对人们感同身受，可以建立信
任并有助于提升你的领导能力。
表达出你能够承受这种痛苦（而且你希望你的人
民也能承受得住这种痛苦）有助于建立信心和灾
后恢复能力。
Showing empathy builds trust, and supports your
ability to lead in a crisis.
Showing that you can bear the agony (and that
you expect your people to bear it too)
encourages confidence and resilience.
133
Fear of Fear: The Role of Fear in Preparedness –
and Why It Terrifies Officials
By Peter M. Sandman and Jody Lanard, September 2003.
www.psandman.com/col/fear.htm
[email protected]
134
III．公众的参与
15.
16.
17.
18.
告诉人们该期待什么。
告诉人们该做些什么。
让人们选择自己该做什么。
求助于更多的人。
135
IV．过失，错误的印象和半真半假的话
19. 勇于承认错误、不足和过失行为。
20. 经常对出现的错误、不足和过失行为道歉。
21. 清楚地说明“锚杆框架”。
22. 清楚地说明官方意见、预测或政策改变的缘由。
23. 不要说谎，也别用半真半假的话欺骗公众。
24. 力求做到完全的坦率和透明。
25. 对风险的比较要非常谨慎。
136
Who Outbreak Communication
Guidelines
•
•
•
•
•
Trust
Announcing early
Transparency
The public
Planning
Who Outbreak Communication
Guidelines
• Trust (strategies from this seminar)
– Don't over-reassure.
– Share dilemmas.
– Acknowledge opinion diversity.
– Tolerate early "over-reactions."
– Acknowledge and apologize for errors and
deficiencies.
– Be explicit about changes in policy and
predictions.
Who Outbreak Communication
Guidelines
• Announcing early (strategies from
this seminar)
– Don't over-reassure.
– "Err on the alarming side." (Most extreme:
discuss your own worst cases; respond to
worst cases others are concerned about.)
– Acknowledge uncertainty.
– Tolerate early "over-reactions."
– Be willing to speculate (responsibly).
– Tell people what to expect.
Who Outbreak Communication
Guidelines
• Transparency (strategies from this
seminar)
– Don't over-reassure.
– "Err on the alarming side." (Most extreme: discuss
your own worst cases; respond to worst cases
others are concerned about.)
– Acknowledge uncertainty.
– Share dilemmas.
– Acknowledge opinion diversity.
– Establish your own humanity.
– Tell people what to expect.
– Acknowledge and apologize for errors and
deficiencies.
– Be explicit about changes in policy or predictions.
Who Outbreak Communication
Guidelines
• [Know and respond to] The public
(strategies from this seminar)
– Don't ridicule the public's emotions ("irrational,
hysterical").
– Legitimize people's fear and other emotions.
– Tolerate early "over-reactions."
– Offer people things to do.
– Let people choose their own actions [from a
range].
– Ask more of people.
– Acknowledge and empathize with people's starting
beliefs and attitudes, before trying to change
Who Outbreak Communication
Guidelines
• Planning (such as some strategies
from this seminar)
– Acknowledge and empathize with people's
[policy and subject expert's] starting beliefs
and attitudes before trying to change them.
– Include risk communication planners in
every stage of risk assessment and risk
management.
.
See also:
WHO’s Outbreak Communication Best
Practices for communicating with the public
during an outbreak:
The report of the WHO Expert Consultation on Outbreak
Communications held in Singapore, 21-23 September
2004
http://www.who.int/csr/resources/publications/
WHO_CDS_2005_32web.pdf
Crisis Communication: Guidelines for action,
a 64-page manual of handouts covering the material in this
presentation is freely downloadable from The Peter Sandman
Risk Communication Website, www.psandman.com,
at:
http://psandman.com/handouts/AIHA-DVD.htm
“Tell it like it is” – a short risk communication article
in Chinese, at:
http://www.iaea.org/Publications/Magazines/Bulletin/Bull472/pdfs/C
hinese/article3_ch.pdf
Thank you!