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El. knyga: Communicating in Risk, Crisis, and High Stress Situations - Evidence-Based Strategies and Practice [Wiley Online]

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Communicating in Risk, Crisis, and High Stress Situations - Evidence-Based Strategies and PracticeDidesnis paveikslėlis
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Wiley Online E-booksMore info about Wiley Online
Partnerių interneto svetainė: https://onlinelibrary.wiley.com/doi/book/10.1002/9781119081753
COMMUNICATING IN R!SK, CRISIS, AND HIGH STRESS SITUATIONS LEARN THE UNIFYING PRINCIPLES BEHIND RISK, CRISIS, AND HIGH STRESS COMMUNICATION WITH THIS STATE-OF-THE-ART REFERENCE WRITTEN BY A MAJOR LEADER IN THE FIELD

Communicating in Risk, Crisis, and High Stress Situations: Evidence-Based Strategies and Practice is about communicating with people in the most challenging circumstances: high stress situations characterized by high risks and high stakes. The ability to communicate effectively in a high stress situation is an essential communication competency for managers, engineers, scientists, and professionals in every field who can be thrust into demanding situations complicated by stress. Whether you are confronting an external crisis, an internal emergency, or leading organizational change, this book was written for you.

Communicating in Risk, Crisis, and High Stress Situations brings together in one resource proven scientific research with practical, hands-on guidance from a world leader in the field. The book covers such critical topics as trust, stakeholder engagement, misinformation, messaging, and audience perceptions in the context of stress. This book is uniquely readable, thorough, and useful, thanks to features that include:





Evidence-based theories and concepts that underlie and guide practice Tools and guidelines for practical and effective planning and application Experience-based advice for facing challenges posed by mainstream and social media Provocative case studies that bring home the key principles and strategies Illuminating case diaries that use the authors breadth and depth of experience to create extraordinary learning opportunities

The book is a necessity for managers, engineers, scientists, and others who must communicate difficult technical concepts to a concerned public. It also belongs on the bookshelves of leaders and communicators in public and private sector organizations looking for a one-stop reference and evidence-based practical guide for communicating effectively in emotionally charged situations. Written by a highly successful academic, consultant, and trainer, the book is also designed as a resource for training and education.
A Note from the Series Editor xiii
Acknowledgments at Author Biography xvii
1 The Critical Role of Risk, High Concern, and Crisis Communication
1(10)
1.1 Case Diary: A Collision of Facts and Perceptions
2(1)
1.2 What Will Readers Find in This Book?
3(1)
1.3 Why You Will Use This Book
4(1)
1.4 The Need for This Book - Now
5(6)
1.4.1 New Literature, New Research
5(1)
1.4.2 Changes in the Communications Landscape
6(1)
1.4.3 Changes in Journalism and the Perception of Facts
7(1)
1.4.4 Changes in Laws, Regulations, and Societal Expectations
7(1)
1.4.5 Changes in Concerns about Health, Safety, and the Environment
7(1)
1.4.6 Changes in Levels of Trust
7(1)
1.4.7 Changes in the Global Political Environment
8(1)
1.4.8 The COVID-19 Pandemic and the Changed Communication Landscape
8(3)
2 Core Concepts
11(22)
2.1 Case Diary: Recognizing Change as a High Concern Issue
11(2)
2.2 Defining the Concept and Term Risk
13(1)
2.3 Defining the Concept and Term Risk Communication
14(3)
2.4 Risk Communication and Its Relationship to Risk Analysis
17(2)
2.5 Defining the Concepts and Terms High Concern and High Concern Communication
19(3)
2.6 Defining the Concept and Term Crisis
22(2)
2.7 Defining the Concept and Term Crisis Communication
24(1)
2.8
Chapter Resources
25(8)
Endnotes
31(2)
3 An Overview of Risk Communication
33(36)
3.1 Case Diary: Complex Issues Destroy Homes
33(2)
3.2 Challenges and Difficulties Faced in Communicating Risk Information
35(13)
3.2.1 Characteristics and Limitations of Scientific and Technical Data about Risks
35(1)
3.2.2 Characteristics and Limitations of Spokespersons in Communicating Information about Risks
35(2)
3.2.2.1 Case Study: "Go Hard, Go Early": Risk Communication Lessons from New Zealand's Response to COVID-19
37(4)
3.2.3 Characteristics and Limitations of Risk Management Regulations and Standards
41(1)
3.2.3.1 Debates and Disagreements
41(1)
3.2.3.2 Limited Resources for Risk Assessment and Management
41(1)
3.2.3.3 Underestimating the Difficulty of and Need for Risk Communication
42(1)
3.2.3.4 Lack of Coordination and Collaboration
42(1)
3.2.4 Characteristics and Limitations of Traditional Media Channels in Communicating Information about Risks
42(1)
3.2.5 Characteristics and Limitations of Social Media Channels in Communicating Information about Risks
43(1)
3.2.6 Characteristics and Limitations of People in their Ability to Evaluate and Interpret Risk Information
44(4)
3.3 Changes in How the Brain Processes Information Under Conditions of High Stress
48(1)
3.4 Risk Communication Theory
49(6)
3.4.1 Trust Determination Theory
49(1)
3.4.2 Negative Dominance Theory
50(1)
3.4.3 Mental Noise Theory
50(1)
3.4.4 Risk Perception Theory
50(5)
3.5 Risk Communication Principles and Guidelines
55(4)
3.5.1 Principle
1. Accept and Involve All Interested and Affected Persons as Legitimate Partners
55(1)
3.5.2 Principle
2. Plan Carefully and Evaluate Performance
55(2)
3.5.3 Principle
3. Listen to Your Audience
57(1)
3.5.4 Principle
4. Be Honest, Frank, and Open
57(1)
3.5.5 Principle
5. Coordinate and Collaborate with Other Credible Sources
58(1)
3.5.6 Principle
6. Meet the Needs of Traditional and Social Media
58(1)
3.5.7 Principle
7. Speak Clearly and with Compassion
58(1)
3.6 Key Takeaway Concepts and Conclusions from this Overview
Chapter
59(1)
3.7
Chapter Resources
59(10)
Endnotes
66(3)
4 Development of Risk Communication Theory and Practice
69(18)
4.1 Case Diary: Origin Story
69(1)
4.2 Introduction
70(9)
4.2.1 Historical Phase 1: Presenting Risk Numbers
71(1)
4.2.2 Historical Phase 2: Listening and Planning
71(1)
4.2.3 Historical Phase 3: Stakeholder Engagement
72(1)
4.2.4 Covello and Sandman's Four Stages of Risk Communication
72(1)
4.2.4.1 Stage 1: Ignore the Public
73(1)
4.2.4.2 Stage 2: Explaining Risk Data Better
73(4)
4.2.4.3 Stage 3: Stakeholder Engagement
77(1)
4.2.4.4 Stage 4: Empowerment
78(1)
4.3 Summary
79(1)
4.4
Chapter Resources
79(8)
Endnotes
83(4)
5 Stakeholder Engagement and Empowerment
87(24)
5.1 Case Diary: A Town Hall Public Meeting Goes Very Wrong
87(2)
5.2 Introduction
89(2)
5.3 Levels of Stakeholder Engagement
91(4)
5.3.1 Types of Stakeholder Engagement
93(2)
5.4 Benefits of Stakeholder Engagement
95(1)
5.5 Limitations and Challenges of Stakeholder Engagement
96(1)
5.6 Techniques and Approaches for Effective Stakeholder Engagement
97(3)
5.7 Meetings with Stakeholders
100(4)
5.7.1 Town Hall Meetings
101(1)
5.7.2 Open House Meetings/Information Workshops
102(1)
5.7.3 Tips for Meetings with Stakeholders
102(2)
5.8
Chapter Resources
104(7)
Endnotes
107(4)
6 Communicating in a Crisis
111(54)
6.1 Case Diary: The Challenge of Partnership in a Crisis
112(1)
6.2 The Three Phases of a Crisis
113(2)
6.3 Communication in the Prectisis Preparedness Phase
115(15)
6.3.1 Precrisis Communication Activity: Identifying Potential Crises
117(1)
6.3.2 Case Study: The 2010 BP Deepwater Horizon Oil Spill
118(2)
6.3.3 Precrisis Communication Activity: Identify Goals and Objectives
120(1)
6.3.4 Precrisis Communication Activity: Develop a Crisis Communication Plan
121(3)
6.3.5 Precrisis Communication Activity: Identify, Train, and Test Crisis Communication Spokespersons
124(1)
6.3.6 Precrisis Communication Activity: Engaging Stakeholders
124(2)
6.3.7 Precrisis Communication Activity: Identifying Stakeholders' Questions and Conqerns
126(1)
6.3.8 Drafting Messages for Anticipated Stakeholder Questions and Concerns
126(2)
6.3.9 Precrisis Communication Activity: Conducting Exercises to Test the Crisis Communication Plan
128(1)
6.3.10 Precrisis Communication Activity: Incident Command System (ICS) and the Joint Information Center (JIC)
129(1)
6.4 Communications in the Crisis Response Phase
130(9)
6.4.1 Case Study: Lac-Megantic Rail Tragedy
134(2)
6.4.2 Disaster and Emergency Warnings
136(1)
6.4.2.1 Designing Effective Warnings
137(1)
6.4.2.2 Steps in the Disaster and Emergency Warning Process
137(2)
6.5 Communicating Effectively about Blame, Accountability, and Responsibility
139(1)
6.6 Communicating an Apology
140(5)
6.6.1 Case Study: Maple Leaf Foods and the Listeria Food Contamination Crisis
141(3)
6.6.2 Case Study: Southwest Airlines Apology
144(1)
6.7 Communications in the Postcrisis Recovery Phase
145(6)
6.7.1 Case Study and Case Diary: New York City's Communication 1 rials by lure, from West Nile to 9/11
146(1)
6.7.2 Case Study: Johnson & Johnson and the Tylenol Tampering Case
147(2)
6.7.3 Case Study: Flint, Michigan and Contaminated Drinking Water
149(2)
6.8
Chapter Resources
151(14)
Endnotes
159(6)
7 Foundational Principles: Perceptions, Biases, and Information Filters
165(32)
7.1 Case Diary: "A" Is for "Apples"
165(3)
7.2 Message Perception and Reception in High Concern Situations
168(1)
7.3 Message Filter Theory: A Set of Principles Drawn from the Behavioral and Neuroscience Literature
169(2)
7.4 Case Study: COVID-19 and Risk Perception Factors
171(8)
7.4.1 Social Amplification Filters
173(1)
7.4.2 Mental Shortcut Filters
174(2)
7.4.3 Knowledge and Belief Filters
176(1)
7.4.4 Personality Filters
177(1)
7.4.5 Negative Dominance/Loss Aversion Filters
177(2)
7.5 Message Filters and the Brain
179(1)
7.6 Message Filters, Perceptions, and Models of Human Behavior
179(1)
7.7 Message Filters, Perceptions, and Persuasion
180(1)
7.8 Message Filters, Perceptions, and Ethics
181(1)
7.9 Message Filters and the Issue of Acceptable Risk
182(4)
7.9.1 Factors in Determining Acceptable Risk
183(1)
7.9.2 Strategies for Addressing Acceptable Risk
184(2)
7.10 The Message is in the Mind of the Receiver
186(1)
7.11
Chapter Resources
186(11)
Endnotes
192(5)
8 Foundational Principles: Trust, Culture, and Worldviews
197(34)
8.1 Case Diary: A Disease Outbreak in Africa
198(2)
8.2 Trust Determination
200(1)
8.3 Characteristics and Attributes of Trust
201(6)
8.3.1 Trust and First Impressions
203(1)
8.3.2 Loss of Trust
204(2)
8.3.3 Gaining Trust
206(1)
8.3.3.1 Gaining Trust through Stakeholder Engagement
206(1)
8.3.3.2 Gaining Trust through Trust Transference
206(1)
8.3.3.3 Gaining Trust through Actions and Behavior
207(1)
8.4 Case Study: Trust and the Chernobyl Nuclear Power Plant Accident
207(1)
8.5 Case Diary: The Fukushima Japan Nuclear Power Plant Accident
208(2)
8.6 Gaining Trust in High-Stakes Negotiations
210(1)
8.7 Case Diary: Gaining Trust and the SARS Outbreak in Hong Kong
211(1)
8.8 Trust and Culture
212(1)
8.9 Cultural Competency
212(3)
8.9.1 Different Communication Styles
213(1)
8.9.2 Different Attitudes and Approaches toward Conflict
214(1)
8.9.3 Different Nonverbal Communication
214(1)
8.9.4 Different Attitudes and Approaches to Decision Making
214(1)
8.9.5 Different Attitudes and Approaches toward Information Disclosure
215(1)
8.9.6 Different Attitudes and Approaches to Knowing
215(1)
8.9.7 Different Attitudes and Approaches toward Conversation and Discourse
215(1)
8.9.8 Different Attitudes and Approaches toward the Use of Humor
215(1)
8.10 Risk Perceptions, Trust, and Cultural Theory
215(2)
8.11 Risk Perceptions, Trust, and Worldviews
217(1)
8.12 Case Diary: Fame, Family, and Fear in Public Health Communications
218(3)
8.13
Chapter Resources
221(10)
Endnotes
227(4)
9 Best Practices for Message Development in High Concern Situations
231(34)
9.1 Case Diary: Mapping Through a Maze of COVID Confusion
231(1)
9.2 Introduction
232(1)
9.3 Crafting Messages in the Context of Stress and High Concern Decision-Making
233(5)
9.3.1 Trust Determination and Messaging in High-Stress Situations
233(1)
9.3.1.1 The CCO Best Practice
233(1)
9.3.2 Impaired Comprehension and Messaging in High-Stress Situations
234(1)
9.3.3 Negative Dominance and Messaging in High-Stress Situations
234(1)
9.3.4 Emotional Impact and Messaging in High-Stress Situations
235(1)
9.3.4.1 Case Study: Hoarding Toilet Paper at the Outset of the 2020 COVID-19 Pandemic
236(2)
9.4 Message Mapping
238(16)
9.4.1 Benefits of Message Maps
238(3)
9.4.2 Message Maps and the Brain
241(2)
9.4.3 The Development of Message Mapping
243(1)
9.4.4 Case Study: Message Maps and Asbestos
244(1)
9.4.5 Steps in Developing a Message Map
245(1)
9.4.5.1 Step 1: Identify, Profile, and Prioritize Key Stakeholders
245(3)
9.4.5.2 Step 2: Develop Lists of Stakeholder Questions and Concerns
248(1)
9.4.5.3 Case Study: Stakeholder Questions, Terrorism, and Disasters
249(1)
9.4.5.4 Step 3: Develop Key Messages
249(3)
9.4.5.5 Step 4: Develop Supporting Information
252(1)
9.4.5.6 Step 5: Testing the Message Map
253(1)
9.4.5.7 Step 6: Repurpose Maps through Appropriate Information Channels
254(1)
9.5 Summary
254(1)
9.6
Chapter Resources
255(10)
Endnotes
263(2)
Appendices
265(146)
Appendix 9.1
265(2)
Appendix 9.2
267(10)
Appendix 9.3
277(3)
Appendix 9.4
280(5)
10 Communicating Numbers, Statistics, and Technical Information about a Risk or Threat
285(36)
10.1 Case Diary: A Civil Action
285(3)
10.2 Introduction
288(1)
10.3 Case Study: Numbers, Statistics, and COVID-19
289(3)
10.4 Brain Processes That Filter How Technical Information about Risk or Threat Is Received and Understood
292(4)
10.4.1 Risk and Threat Perception Filters
293(1)
10.4.2 Thought Processing Filters
294(1)
10.4.3 Mental Model Filters
294(1)
10.4.4 Emotional Filters
295(1)
10.4.5 Motivational Filters
295(1)
10.5 Challenges in Explaining Technical Information About a Risk or Threat
296(1)
10.6 Framing
297(1)
10.7 Technical Jargon
298(1)
10.8 Information Clarity
299(1)
10.9 Units of Measurement
300(3)
10.10 Case Study: Risk Numbers, Risk Statistics, and the Challenger Accident
303(1)
10.11 Comparisons
304(4)
10.12 Lessons Learned
308(1)
10.13
Chapter Resources
308(13)
Endnotes
315(6)
11 Evaluating Risk, High Concern, and Crisis Communications
321(36)
11.1 Case Diary: Finding the Road to Rio
321(3)
11.1.1 The Mosquito Front
322(1)
11.1.2 The Citizen Front
322(1)
11.1.3 The Olympic Athlete and Visitor Front
323(1)
11.1.4 Communication Strategy: The Citizen Front
323(1)
11.1.5 Communication Strategy: Olympic Athlete and Visitor Front
323(1)
11.2 Introduction
324(2)
11.3 Benefits of Evaluation
326(1)
11.4 Evaluation Practices for Risk, High Concern, and Crisis Communication
327(2)
11.5 Case Studies of Evaluation Comparison to Best Practice: Hurricane Katrina, COVID-19 and Vaccination Hesitancy, and Outbreak of COVID-19 in Wuhan, China
329(3)
11.5.1 Hurricane Katrina
329(1)
11.5.2 COVID-19 and Vaccination Hesitancy
330(1)
11.5.3 Outbreak of COVID-19 in Wuhan, China
330(2)
11.6 Barriers and Challenges to Evaluation
332(6)
11.6.1 Differences in Values
332(1)
11.6.2 Differences in Goals
332(1)
11.6.3 Competition for Resources
332(1)
11.6.4 Ability to Learn from Results
333(5)
11.7 Evaluation Measures
338(3)
11.7.1 Process/Implementation Evaluation Measures
338(1)
11.7.2 Outcome/Impact Evaluation Measures
339(1)
11.7.3 Formative Evaluation Measures
340(1)
11.8 An Integrated Approach to Evaluation
341(1)
11.9 Resource: Case Study of Focus Group Testing of Mosquito-Control Messages, Florida, 2018-2019
342(5)
11.10 Evaluation Tools
347(1)
11.11
Chapter Resources
348(9)
Endnotes
353(4)
12 Communicating with Mainstream News Media
357(28)
12.1 Case Diary: A High Stakes Chess Game with a News Media Outlet
357(2)
12.2 Introduction
359(2)
12.3 Characteristics of the Mainstream News Media
361(7)
12.3.1 Content
361(1)
12.3.2 Clarity
362(1)
12.3.3 Avoiding Prejudice
362(1)
12.3.4 Topicality
362(1)
12.3.5 Diversity
363(1)
12.3.6 Subject Matter Expertise
363(1)
12.3.7 Resources
363(1)
12.3.8 Career Advancement
364(1)
12.3.9 Watchdogs
364(1)
12.3.10 Amplifiers
364(1)
12.3.11 Skepticism
364(1)
12.3.12 Source Dependency
365(1)
12.3.13 Professionalism and Independence
365(1)
12.3.14 Covering Uncertainty
366(1)
12.3.15 Legal Constraints
366(1)
12.3.16 Special Populations
366(1)
12.3.17 Competition
366(1)
12.3.18 Confidentiality and Protection of Sources
367(1)
12.3.19 Deadlines
367(1)
12.3.20 Trust
367(1)
12.3.21 Storytelling
368(1)
12.3.22 Balance and Controversy
368(1)
12.4 Guidelines and Best Practices for Interacting with Mainstream News Media
368(2)
12.5 The Media Interview
370(5)
12.6 Lessons and Trends
375(2)
12.7 Case Diary: A Ten-Round Exercise
377(1)
12.8
Chapter Resources
378(7)
Endnotes
381(4)
13 Social Media and the Changing Landscape for Risk, High Concern, and Crisis Communication
385(26)
13.1 Case Diary: Myth-Busting: Mission Impossible?
385(2)
13.2 Introduction
387(2)
13.3 Benefits of Social Media Outlets for Risk, High Concern, and Crisis Communication
389(4)
13.3.1 Speed
389(1)
13.3.2 Access
390(1)
13.3.3 Reach
390(1)
13.3.4 Amplification
390(1)
13.3.5 Transparency
390(1)
13.3.6 Understanding
390(1)
13.3.7 Changes in Behaviors
391(1)
13.3.8 Relationship Building
391(1)
13.3.9 Timeliness
391(1)
13.3.10 Hyperlocal Specificity
391(1)
13.3.11 Listening and Feedback
392(1)
13.3.12 Taking Advantage of the Benefits of Social Media
392(1)
13.4 Challenges of Social Media for Risk, High Concern, and Crisis Communication
393(4)
13.4.1 Rising Expectations
393(1)
13.4.2 Repostings/Redistribution
393(1)
13.4.3 Permanent Storage
394(1)
13.4.4 Hacking/Security
394(1)
13.4.5 Rise and Fall of Social Media Platforms
394(1)
13.4.6 Resources
394(1)
13.4.7 Privacy and Confidentiality
394(1)
13.4.8 Cognitive Overload
395(1)
13.4.9 Players on the Field
395(1)
13.4.10 Misinformation, Disinformation, and Rumors
395(2)
13.5 Case Study: Social Media and the 2007 and 2011 Shooter Incidents at Virginia Polytechnic Institute and State University (Virginia Tech)
397(1)
13.6 Case Study: Social Media and the 2013 Southern Alberta/Calgary Flood
398(2)
13.7 Best Practices for Using Social Media in Risk, High Concern, and Crisis Situations
400(3)
13.7.1 Create a Social Media Plan
400(1)
13.7.2 Staff Appropriately for Social Media Communication
400(1)
13.7.3 Ensure Continuous Updating
401(1)
13.7.4 Identify Your Partners
401(1)
13.7.5 Assess and Reassess Your Selection of Platforms
401(1)
13.7.6 Create and Maintain as Many Social Media Accounts as You and Your Stakeholders Need
401(1)
13.7.7 Be Prepared for the Special Social Media Requirements and Pressures in a Crisis
401(1)
13.7.8 Provide Guidance for Employees and Engage Them in the Process
402(1)
13.7.9 Don't Skip Evaluation
403(1)
13.8 Case Diary: Social Media and the Negative Power of "Junk" Information about Risks and Threats
403(1)
13.9 Lessons Learned and Trends
404(1)
13.10
Chapter Resources
404(7)
Endnotes
408(3)
Index 411
VINCENT T. COVELLO, PhD, is a leading expert in risk, crisis, and high stress communications. He is currently Director of the Center for Risk Communication in New York City, an organization that applies evidence-based knowledge to a wide range of high concern, high stakes situations. He has served as a senior adviser to the World Health Organization, the US Department of Health and Human Services, the US Environmental Protection Agency, the US Department of Agriculture, the US Centers for Disease Control and Prevention, and other national and international organizations. Over the past 40 years, Dr. Covello has published more than 150 scientific articles on risk, crisis, and high stress communications.
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