Communicating in Risk, Crisis, and High Stress Situations: Evidence-Based Strategies and Practice
- Length: 448 pages
- Edition: 1
- Language: English
- Publisher: Wiley-IEEE Press
- Publication Date: 2021-12-29
- ISBN-10: 1119027438
- ISBN-13: 9781119027430
- Sales Rank: #2174512 (See Top 100 Books)
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 author’s 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.
Cover Title Page Copyright Page Contents A Note from the Series Editor Acknowledgments Author Biography Chapter 1 The Critical Role of Risk, High Concern, and Crisis Communication 1.1 Case Diary: A Collision of Facts and Perceptions 1.2 What Will Readers Find in This Book? 1.3 Why You Will Use This Book 1.4 The Need for This Book – Now 1.4.1 New Literature, New Research 1.4.2 Changes in the Communications Landscape 1.4.3 Changes in Journalism and the Perception of Facts 1.4.4 Changes in Laws, Regulations, and Societal Expectations 1.4.5 Changes in Concerns about Health, Safety, and the Environment 1.4.6 Changes in Levels of Trust 1.4.7 Changes in the Global Political Environment 1.4.8 The COVID-19 Pandemic and the Changed Communication Landscape Chapter 2 Core Concepts 2.1 Case Diary: Recognizing Change as a High Concern Issue 2.2 Defining the Concept and Term Risk 2.3 Defining the Concept and Term Risk Communication 2.4 Risk Communication and Its Relationship to Risk Analysis 2.5 Defining the Concepts and Terms High Concern and High Concern Communication 2.6 Defining the Concept and Term Crisis 2.7 Defining the Concept and Term Crisis Communication 2.8 Chapter Resources Endnotes Chapter 3 An Overview of Risk Communication 3.1 Case Diary: Complex Issues Destroy Homes 3.2 Challenges and Difficulties Faced in Communicating Risk Information 3.2.1 Characteristics and Limitations of Scientific and Technical Data about Risks 3.2.2 Characteristics and Limitations of Spokespersons in Communicating Information about Risks 3.2.3 Characteristics and Limitations of Risk Management Regulations and Standards 3.2.4 Characteristics and Limitations of Traditional Media Channels in Communicating Information about Risks 3.2.5 Characteristics and Limitations of Social Media Channels in Communicating Information about Risks 3.2.6 Characteristics and Limitations of People in their Ability to Evaluate and Interpret Risk Information 3.3 Changes in How the Brain Processes Information Under Conditions of High Stress 3.4 Risk Communication Theory 3.4.1 Trust Determination Theory 3.4.2 Negative Dominance Theory 3.4.3 Mental Noise Theory 3.4.4 Risk Perception Theory 3.5 Risk Communication Principles and Guidelines 3.5.1 Principle 1. Accept and Involve All Interested and Affected Persons as Legitimate Partners 3.5.2 Principle 2. Plan Carefully and Evaluate Performance 3.5.3 Principle 3. Listen to Your Audience 3.5.4 Principle 4. Be Honest, Frank, and Open 3.5.5 Principle 5. Coordinate and Collaborate with Other Credible Sources 3.5.6 Principle 6. Meet the Needs of Traditional and Social Media 3.5.7 Principle 7. Speak Clearly and with Compassion 3.6 Key Takeaway Concepts and Conclusions from this Overview Chapter 3.7 Chapter Resources Endnotes Chapter 4 Development of Risk Communication Theory and Practice 4.1 4.2 Introduction 4.2.1 Historical Phase 1: Presenting Risk Numbers 4.2.2 Historical Phase 2: Listening and Planning 4.2.3 Historical Phase 3: Stakeholder Engagement 4.2.4 Covello and Sandman’s Four Stages of Risk Communication 4.3 Summary 4.4 Chapter Resources Endnotes Chapter 5 Stakeholder Engagement and Empowerment 5.1 Case Diary: A Town Hall Public Meeting Goes Very Wrong 5.2 Introduction 5.3 Levels of Stakeholder Engagement 5.3.1 Types of Stakeholder Engagement 5.4 Benefits of Stakeholder Engagement 5.5 Limitations and Challenges of Stakeholder Engagement 5.6 Techniques and Approaches for Effective Stakeholder Engagement 5.7 Meetings with Stakeholders 5.7.1 Town Hall Meetings 5.7.2 Open House Meetings/Information Workshops 5.7.3 Tips for Meetings with Stakeholders 5.8 Chapter Resources Endnotes Chapter 6 Communicating in a Crisis 6.1 Case Diary: The Challenge of Partnership in a Crisis 6.2 The Three Phases of a Crisis 6.3 Communication in the Precrisis Preparedness Phase 6.3.1 Precrisis Communication Activity: Identifying Potential Crises 6.3.2 Case Study: The 2010 BP Deepwater Horizon Oil Spill 6.3.3 Precrisis Communication Activity: Identify Goals and Objectives 6.3.4 Precrisis Communication Activity: Develop a Crisis Communication Plan 6.3.5 Precrisis Communication Activity: Identify, Train, and Test Crisis Communication Spokespersons 6.3.6 Precrisis Communication Activity: Engaging Stakeholders 6.3.7 Precrisis Communication Activity: Identifying Stakeholders’ Questions and Concerns 6.3.8 Drafting Messages for Anticipated Stakeholder Questions and Concerns 6.3.9 Precrisis Communication Activity: Conducting Exercises to Test the Crisis Communication Plan 6.3.10 Precrisis Communication Activity: Incident Command System (ICS) and the Joint Information Center (JIC) 6.4 Communications in the Crisis Response Phase 6.4.1 Case Study: Lac-Mégantic Rail Tragedy 6.4.2 Disaster and Emergency Warnings 6.5 Communicating Effectively about Blame, Accountability, and Responsibility 6.6 Communicating an Apology 6.6.1 Case Study: Maple Leaf Foods and the Listeria Food Contamination Crisis 6.6.2 Case Study: Southwest Airlines Apology 6.7 Communications in the Postcrisis Recovery Phase 6.7.1 Case Study and Case Diary: New York City’s Communication Trials by Fire, from West Nile to 9/11 6.7.2 Case Study: Johnson & Johnson and the Tylenol Tampering Case 6.7.3 Case Study: Flint, Michigan and Contaminated Drinking Water 6.8 Chapter Resources Endnotes Chapter 7 Foundational Principles: Perceptions, Biases, and Information Filters 7.1 Case Diary: “A” Is for “Apples” 7.2 Message Perception and Reception in High Concern Situations 7.3 Message Filter Theory: A Set of Principles Drawn from the Behavioral and Neuroscience Literature 7.4 Case Study: COVID-19 and Risk Perception Factors 7.4.1 Social Amplification Filters 7.4.2 Mental Shortcut Filters 7.4.3 Knowledge and Belief Filters 7.4.4 Personality Filters 7.4.5 Negative Dominance/Loss Aversion Filters 7.5 Message Filters and the Brain 7.6 Message Filters, Perceptions, and Models of Human Behavior 7.7 Message Filters, Perceptions, and Persuasion 7.8 Message Filters, Perceptions, and Ethics 7.9 Message Filters and the Issue of Acceptable Risk 7.9.1 Factors in Determining Acceptable Risk 7.9.2 Strategies for Addressing Acceptable Risk 7.10 The Message is in the Mind of the Receiver 7.11 Chapter Resources Endnotes Chapter 8 Foundational Principles: Trust, Culture, and Worldviews 8.1 Case Diary: A Disease Outbreak in Africa 8.2 Trust Determination 8.3 Characteristics and Attributes of Trust 8.3.1 Trust and First Impressions 8.3.2 Loss of Trust 8.3.3 Gaining Trust 8.4 Case Study: Trust and the Chernobyl Nuclear Power Plant Accident 8.5 Case Diary: The Fukushima Japan Nuclear Power Plant Accident27 8.6 Gaining Trust in High-Stakes Negotiations 8.7 Case Diary: Gaining Trust and the SARS Outbreak in Hong Kong 8.8 Trust and Culture 8.9 Cultural Competency 8.9.1 Different Communication Styles 8.9.2 Different Attitudes and Approaches toward Conflict 8.9.3 Different Nonverbal Communication 8.9.4 Different Attitudes and Approaches to Decision Making 8.9.5 Different Attitudes and Approaches toward Information Disclosure 8.9.6 Different Attitudes and Approaches to Knowing 8.9.7 Different Attitudes and Approaches toward Conversation and Discourse 8.9.8 Different Attitudes and Approaches toward the Use of Humor 8.10 Risk Perceptions, Trust, and Cultural Theory 8.11 Risk Perceptions, Trust, and Worldviews 8.12 Case Diary: Fame, Family, and Fear in Public Health Communications Endnotes Chapter 9 Best Practices for Message Development in High Concern Situations 9.1 Case Diary: Mapping Through a Maze of COVID Confusion 9.2 Introduction 9.3 Crafting Messages in the Context of Stress and High Concern Decision-Making 9.3.1 Trust Determination and Messaging in High-Stress Situations 9.3.2 Impaired Comprehension and Messaging in High-Stress Situations 9.3.3 Negative Dominance and Messaging in High-Stress Situations 9.3.4 Emotional Impact and Messaging in High-Stress Situations 9.4 Message Mapping 9.4.1 Benefits of Message Maps 9.4.2 Message Maps and the Brain 9.4.3 The Development of Message Mapping 9.4.4 Case Study: Message Maps and Asbestos 9.4.5 Steps in Developing a Message Map 9.5 Summary 9.6 Chapter Resources Endnotes Appendix 9.1The 93 most frequently asked questions by journalists and the public following a major crisis, emergency, or disaster. Appendix 9.2The 400 plus most frequently asked questions following an active shooter incident. I. Questions Related to Casualties and Victims II. Questions Related to the Shooter(s) or Suspect(s) III. Questions Related to the Weapons Used by the Shooter IV. Questions Related to Law Enforcement/Security/First Responders V. Questions Related to the Location Where the Shootings Took Place Appendix 9.3Change management: frequently asked questions. I. Why Questions (Questions and Concerns That Relate Largely to Seeing the Big Picture) II. Who Questions (Questions and Concerns That Relate Largely to People and Roles) III. What Questions (Challenges That Relate Largely to People and Roles) IV. Where Questions (Challenges That Relate Largely to Direction and How Things Fit Together) V. When Questions (Challenges That Relate Largely to Scheduling and Timing) VI. How Questions (Challenges That Relate Largely to How Things Influence One Another and How to Measure Impacts) Appendix 9.4The most frequently asked questions at environmental cleanups and hazardous waste sites. I. Health Risk Concerns II. Investigation/Data Concerns III. Cleanup Concerns IV. Communication Concerns V. Economic Concerns Chapter 10 Communicating Numbers, Statistics, and Technical Information about a Risk or Threat 10.1 Case Diary: A Civil Action 10.2 Introduction 10.3 Case Study: Numbers, Statistics, and COVID-19 10.4 Brain Processes That Filter How Technical Information about Risk or Threat Is Received and Understood 10.4.1 Risk and Threat Perception Filters 10.4.2 Thought Processing Filters 10.4.3 Mental Model Filters 10.4.4 Emotional Filters 10.4.5 Motivational Filters 10.5 Challenges in Explaining Technical Information About a Risk or Threat 10.6 Framing 10.7 Technical Jargon 10.8 Information Clarity 10.9 Units of Measurement 10.10 Case Study: Risk Numbers, Risk Statistics, and the Challenger Accident 10.11 Comparisons 10.12 Lessons Learned 10.13 Chapter Resources Endnotes Chapter 11 Evaluating Risk, High Concern, and Crisis Communications 11.1 Case Diary: Finding the Road to Rio 11.1.1 The Mosquito Front 11.1.2 The Citizen Front 11.1.3 The Olympic Athlete and Visitor Front 11.1.4 Communication Strategy: The Citizen Front 11.1.5 Communication Strategy: Olympic Athlete and Visitor Front 11.2 Introduction 11.3 Benefits of Evaluation 11.4 Evaluation Practices for Risk, High Concern, and Crisis Communication 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 11.5.1 Hurricane Katrina 11.5.2 COVID-19 and Vaccination Hesitancy 11.5.3 Outbreak of COVID-19 in Wuhan, China 11.6 Barriers and Challenges to Evaluation 11.6.1 Differences in Values 11.6.2 Differences in Goals 11.6.3 Competition for Resources 11.6.4 Ability to Learn from Results 11.7 Evaluation Measures 11.7.1 Process/Implementation Evaluation Measures 11.7.2 Outcome/Impact Evaluation Measures 11.7.3 Formative Evaluation Measures 11.8 An Integrated Approach to Evaluation 11.9 Resource: Case Study of Focus Group Testing of Mosquito-Control Messages, Florida, 2018–201936 11.10 Evaluation Tools 11.11 Chapter Resources Endnotes Chapter 12 Communicating with Mainstream News Media 12.1 Case Diary: A High Stakes Chess Game with a News Media Outlet 12.2 Introduction 12.3 Characteristics of the Mainstream News Media 12.3.1 Content 12.3.2 Clarity 12.3.3 Avoiding Prejudice 12.3.4 Topicality 12.3.5 Diversity 12.3.6 Subject Matter Expertise 12.3.7 Resources 12.3.8 Career Advancement 12.3.9 Watchdogs 12.3.10 Amplifiers 12.3.11 Skepticism 12.3.12 Source Dependency 12.3.13 Professionalism and Independence 12.3.14 Covering Uncertainty 12.3.15 Legal Constraints 12.3.16 Special Populations 12.3.17 Competition 12.3.18 Confidentiality and Protection of Sources 12.3.19 Deadlines 12.3.20 Trust 12.3.21 Storytelling 12.3.22 Balance and Controversy 12.4 Guidelines and Best Practices for Interacting with Mainstream News Media 12.5 The Media Interview 12.6 Lessons and Trends 12.7 12.8 Chapter Resources Endnotes Chapter 13 Social Media and the Changing Landscape for Risk, High Concern, and Crisis Communication 13.1 Case Diary: Myth-Busting: Mission Impossible? 13.2 Introduction 13.3 Benefits of Social Media Outlets for Risk, High Concern, and Crisis Communication 13.3.1 Speed 13.3.2 Access 13.3.3 Reach 13.3.4 Amplification 13.3.5 Transparency 13.3.6 Understanding 13.3.7 Changes in Behaviors 13.3.8 Relationship Building 13.3.9 Timeliness 13.3.10 Hyperlocal Specificity 13.3.11 Listening and Feedback 13.3.12 Taking Advantage of the Benefits of Social Media 13.4 Challenges of Social Media for Risk, High Concern, and Crisis Communication 13.4.1 Rising Expectations 13.4.2 Repostings/Redistribution 13.4.3 Permanent Storage 13.4.4 Hacking/Security 13.4.5 Rise and Fall of Social Media Platforms 13.4.6 Resources 13.4.7 Privacy and Confidentiality 13.4.8 Cognitive Overload 13.4.9 Players on the Field 13.4.10 Misinformation, Disinformation, and Rumors 13.5 Case Study: Social Media and the 2007 and 2011 Shooter Incidents at Virginia Polytechnic Institute and State University (Virginia Tech) 13.6 Case Study: Social Media and the 2013 Southern Alberta/Calgary Flood 13.7 Best Practices for Using Social Media in Risk, High Concern, and Crisis Situations 13.7.1 Create a Social Media Plan 13.7.2 Staff Appropriately for Social Media Communication 13.7.3 Ensure Continuous Updating 13.7.4 Identify Your Partners 13.7.5 Assess and Reassess Your Selection of Platforms 13.7.6 Create and Maintain as Many Social Media Accounts as You and Your Stakeholders Need 13.7.7 Be Prepared for the Special Social Media Requirements and Pressures in a Crisis 13.7.8 Provide Guidance for Employees and Engage Them in the Process 13.7.9 Don’t Skip Evaluation 13.8 CaseDiary: Social Media and the Negative Power of“Junk”Information about Risks and Threats 13.9 Lessons Learned and Trends 13.10 Chapter Resources Endnotes Index EULA
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