11

LEADING A CULTURE OF LEADING A CULTURE OF ENGAGEMENT: ENGAGEMENT:

The 4Cs OF PUBLIC INVOLVEMENTThe 4Cs OF PUBLIC INVOLVEMENT

Candy Walters, HQ USACE PAOCandy Walters, HQ USACE PAO

Karen Baker, Army Environmental Policy InstituteKaren Baker, Army Environmental Policy Institute

22

INTRODUCTIONINTRODUCTION

I.I.

33

Quick Pop QuizQuick Pop Quiz

Six questionsSix questions Who is the public?Who is the public? Whose job is it to engage the public?Whose job is it to engage the public? Why should your district engage the Why should your district engage the

public?public? When should your district engage the When should your district engage the

public?public? List 5 ways to engage the public.List 5 ways to engage the public. What are the 4 C’s?What are the 4 C’s?

44

II.II.

SITUATIONAL SITUATIONAL AWARNESSAWARNESS

55

Public Perception Public Perception Affects Affects

Military OperationsMilitary Operations ““EPA orders further training restrictions and EPA orders further training restrictions and

cleanup at Camp Edwards”cleanup at Camp Edwards” – EPA Press Release, April 1997 – EPA Press Release, April 1997

““Makua loss strains Army”Makua loss strains Army” – Honolulu Advertiser, Jan 31, – Honolulu Advertiser, Jan 31,

2000     2000     

““Big Island Residents Protest Stryker”Big Island Residents Protest Stryker”– Honolulu Advertiser, Nov. 7, 2003 – Honolulu Advertiser, Nov. 7, 2003 

““Federal Officials Set Aside Worries Over Federal Officials Set Aside Worries Over Desert Tortoise, Rare Plant”Desert Tortoise, Rare Plant”

– Los Angeles Times, March 26, 2004 – Los Angeles Times, March 26, 2004

““Judge grounds Navy’s plans”Judge grounds Navy’s plans” – – Outer Banks Sentinel, April 2004Outer Banks Sentinel, April 2004

66

The Big-Picture SituationThe Big-Picture Situation

• The Army faces the challenge of providing The Army faces the challenge of providing consistent, well-coordinated environmental consistent, well-coordinated environmental information in an age of instant messaging information in an age of instant messaging and electronic networking.and electronic networking.

• There are no “local news” There are no “local news” stories for Army stories for Army environmental issues. environmental issues.

Public Involvement

77

Our Concept of “Public” Our Concept of “Public” Has ChangedHas Changed

TribesChurches

Schools

Academia

Soldiers

Employees

Farmers Neighbors

Contractors Scientific Organizations

Congress

Media

Individuals

Local Officials

Little League Clubs

Army Families

AssociationsNGOs

Potential Contractors

RABs

Retirees

Veterans Groups

88

Who Gets InvolvedWho Gets InvolvedHas ChangedHas Changed

The Army must now work with both:

Communities of Place: Neighbors and local stakeholders

Communities of Interest: National and regional organizations and individuals who claim a “stake” in the process

99

NGO’s – The new rule makers in NGO’s – The new rule makers in

ESOHESOH Why?Why?

Downsized government under Downsized government under ReaganReagan

Corporate governance failuresCorporate governance failures Europe and Japan – leading the way Europe and Japan – leading the way

Flat Earth SyndromeFlat Earth Syndrome Widely acclaimed successesWidely acclaimed successes

Exponential Growth – Exponential Growth – 1980 - 12,5001980 - 12,500 2000 - 45,0002000 - 45,000 2005 - 60,0002005 - 60,000

1010

How We Communicate How We Communicate Has ChangedHas Changed

1998 – Most public comment 1998 – Most public comment received by Dept. of received by Dept. of Agriculture on any one Agriculture on any one issue– 8,000 issue– 8,000

1999 – 275,000 comments 1999 – 275,000 comments almost all via e-mailalmost all via e-mail

Dear Dept.

of Agriculture:

1111

It’s Always About It’s Always About PeoplePeople

““Environmental issues are human issues.”Environmental issues are human issues.”

Bjorn GunnarssonBjorn Gunnarsson

Johns Hopkins UniversityJohns Hopkins University

Baker’s Theorem: Baker’s Theorem:

It’s never It’s never justjust about the environment about the environment

1212

III.III.

OVERVIEW OF OVERVIEW OF STRATEGY FOR THE STRATEGY FOR THE

ENVIRONMENTENVIRONMENT

1313

The Triple Bottom Line The Triple Bottom Line

““We must strive to become systems thinkers if we are to We must strive to become systems thinkers if we are to benefit from the interrelationships of the triple bottom line benefit from the interrelationships of the triple bottom line of sustainability: mission, environment, and community.”of sustainability: mission, environment, and community.”

– – R. L. Brownlee, Acting Secretary of the ArmyR. L. Brownlee, Acting Secretary of the Army

– – Peter J. Schoomaker, General, United States Army, Chief Peter J. Schoomaker, General, United States Army, Chief of Staffof Staff

1414

Secretary of the Army Priorities FY06-07

Soldiers and their familiesSoldiers and their families Land Forces required to win Land Forces required to win

the Global War on Terrorismthe Global War on Terrorism TransformationTransformation LeadershipLeadership Major Acquisition ProgramsMajor Acquisition Programs Financial ResourcesFinancial Resources Partnerships and Partnerships and

RelationshipsRelationships

Relevant,

Ready

Landpower

Quality of

Life

Grow

Adaptive

Leaders

Train &

EquipEnable

the

Force

Sustain

the

Force

1515

Strengthen the Army contributions to Strengthen the Army contributions to Joint Joint operational capabilityoperational capability

Meet current and future Meet current and future training, testing, and training, testing, and other missionother mission requirements requirements

Improve our ability to Improve our ability to operate installationsoperate installations, to , to include growing include growing Joint interdependencyJoint interdependency

Reduce costsReduce costs and and minimize impactsminimize impacts so the Army so the Army can do more, and do it bettercan do more, and do it better

EnhanceEnhance human health, safety, and well beinghuman health, safety, and well being Be an Be an active citizen within our communitiesactive citizen within our communities, as , as

well as a good neighborwell as a good neighbor

The Purposes of the ASE are to:

“Sustain the Mission – Secure the Future”

1616

Army Environmental Program Army Environmental Program is transformingis transforming

Vision: long-term sustainabilityVision: long-term sustainability

SustainabilitySustainabilityArmy Strategy for the EnvironmentArmy Strategy for the Environment

OUR GOALS

Foster a sustainable ethic Strengthen Army operations Meet test, training and mission requirements Minimize impacts and total ownership costs Enhance Well-being Drive Innovation

“Triple bottom line” – Mission, Environment, Communities.

• Supports Army in all missions

• Applies to all Army units, organizations, personnel, suppliers, support contractors, and partners.

“Sustain the Mission – Secure the Future”

1717

Secretary of the Army Priorities

Soldiers and their Soldiers and their familiesfamilies

Land Forces required to Land Forces required to win the Global War on win the Global War on TerrorismTerrorism

TransformationTransformation LeadershipLeadership Major Acquisition Major Acquisition

ProgramsPrograms Financial ResourcesFinancial Resources Partnerships and Partnerships and

RelationshipsRelationships

Foster A Sustainability Foster A Sustainability EthicEthic

Strengthen Army Strengthen Army OperationsOperations

Meet Test, Training, Meet Test, Training, And Mission And Mission RequirementsRequirements

Minimize Impacts and Minimize Impacts and Total Ownership CostsTotal Ownership Costs

Enhance Well BeingEnhance Well Being Drive InnovationDrive Innovation

Army Strategy for the Environment

ASE Supports Army Priorities“Sustain the Mission – Secure the Future”

1818

Public InvolvementPublic InvolvementHelps Us Meet Our GoalsHelps Us Meet Our Goals

Foster a Sustainability EthicFoster a Sustainability Ethic Education and involvement of INTERNAL and external stakeholdersEducation and involvement of INTERNAL and external stakeholders Transparency must be part of the ethicTransparency must be part of the ethic

Strengthen Army OperationsStrengthen Army Operations Deployment ImplicationsDeployment Implications

Meet Test, Training and Mission RequirementsMeet Test, Training and Mission Requirements Active collaboration with communities to create buffers/resolve other issuesActive collaboration with communities to create buffers/resolve other issues

Minimize Impacts and Total Ownership CostsMinimize Impacts and Total Ownership Costs Incorporate Environmental Management Systems (EMS) principles and practices Incorporate Environmental Management Systems (EMS) principles and practices

into training, public affairs, and outreach programsinto training, public affairs, and outreach programs

Enhance Well-BeingEnhance Well-Being Incorporate issue of environmental justice into training and public affairs Incorporate issue of environmental justice into training and public affairs

programs, and likewise stress its importance in the Army’s public involvement programs, and likewise stress its importance in the Army’s public involvement policypolicy

Drive InnovationDrive Innovation Develop partnerships with other government agencies, the private sector, Develop partnerships with other government agencies, the private sector,

academia, and international organizations to further leverage the science and academia, and international organizations to further leverage the science and technology basetechnology base

1919

IV.IV.

4 Cs4 Cs

2020

The 4C ConceptThe 4C Concept

2121

Why Collaborate?Why Collaborate?

Reach effective solutions by Reach effective solutions by considering a variety of considering a variety of viewpointsviewpoints

Gain access to useful info not Gain access to useful info not currently available to the Armycurrently available to the Army

Develop a wider range of choicesDevelop a wider range of choices Foresee potential problemsForesee potential problems Give stakeholders a say in issues Give stakeholders a say in issues

that impact themthat impact them It’s the right thing to do!It’s the right thing to do!

2222

Applied Science

ExpertJudgment

Collaboration

LOW HIGH

HIGHNone of us are

as smart as all of us

UNCERTAINTY

STAKES

2323

V.V.

2424Maximum Disclosure – Minimum Delay !

2525

“ “Army leaders are seeking to innovate Army leaders are seeking to innovate radically. They want to move beyond radically. They want to move beyond incremental improvements to incremental improvements to transformational changes. They continue transformational changes. They continue to identify and test the best practices in to identify and test the best practices in industrial and commercial enterprises, the industrial and commercial enterprises, the other Services, and foreign military other Services, and foreign military establishments. They review history for establishments. They review history for insights and cautions. Consistent with insights and cautions. Consistent with security, they share information and ideas security, they share information and ideas across organizational, public, private, and across organizational, public, private, and academic boundaries.” -- FM-1academic boundaries.” -- FM-1

2626

The Army Must ChangeThe Army Must ChangeHow It CommunicatesHow It Communicates

““Learning organizations operate in the sunshine, sharing their Learning organizations operate in the sunshine, sharing their work with a broad network and rapidly processing feedback work with a broad network and rapidly processing feedback as it is received. They actively seek views and suggestions as it is received. They actively seek views and suggestions from industry and intelligentsia, private citizens and from industry and intelligentsia, private citizens and politicians, thereby creating a constructive, two-way politicians, thereby creating a constructive, two-way communication process.” communication process.”

BG David A. FastabendBG David A. FastabendTRADOC Futures CenterTRADOC Futures CenterAdapt or DieAdapt or Die

““We have a rich opportunity before us to change the way the We have a rich opportunity before us to change the way the Army communicates..... A culture of insular communications Army communicates..... A culture of insular communications must be replaced by a culture of active engagement.”must be replaced by a culture of active engagement.”

Brig. Gen. Vincent Brooks, Chief of Public Affairs, U.S. Brig. Gen. Vincent Brooks, Chief of Public Affairs, U.S. ArmyArmy

2727

USACE Communication USACE Communication PrinciplesPrinciples

Listen to all constituencies both inside and Listen to all constituencies both inside and outside USACE.outside USACE.

Communicate early, clearly, completely, honestly, Communicate early, clearly, completely, honestly, accurately and often.accurately and often.

Incorporate communication as an integral part of Incorporate communication as an integral part of the PMBP.the PMBP.

Be accessible to all constituencies and respond Be accessible to all constituencies and respond promptly without censorship or misinformation.promptly without censorship or misinformation.

Proactively inform the public and others about the Proactively inform the public and others about the Corps.Corps.

Do what we say we will do.Do what we say we will do.

2828

The Corps is …The Corps is …

One Team: Relevant, Ready, One Team: Relevant, Ready, Responsive, ReliableResponsive, Reliable

““Collaboration is a big part of our Collaboration is a big part of our vision…. We do not develop solutions in vision…. We do not develop solutions in isolation; we work with local isolation; we work with local stakeholders to develop solutions. And stakeholders to develop solutions. And we collaborate with private firms and we collaborate with private firms and partners to get the job done.”partners to get the job done.”

Lt. Gen. Carl A. Strock, Chief of EngineersLt. Gen. Carl A. Strock, Chief of Engineers

2929

VI.VI.

3030

FM 22-100: “Leadership is influencing people---by providing FM 22-100: “Leadership is influencing people---by providing purpose, direction, and motivation.”purpose, direction, and motivation.”

Public Involvement requires purposePublic Involvement requires purpose:: Include stakeholders Include stakeholders in our decision-making processes and listen to their input in our decision-making processes and listen to their input to give them a reason to become involved in a positive to give them a reason to become involved in a positive way.way.

Public Involvement requires directionPublic Involvement requires direction:: Communicate Communicate goals, objectives, and metrics.goals, objectives, and metrics.

Public Involvement requires motivationPublic Involvement requires motivation:: Create an Create an organizational climate that encourages communication organizational climate that encourages communication with and strives to understand its stakeholders in order to with and strives to understand its stakeholders in order to overcome impasses of diverse interests.overcome impasses of diverse interests.

Public Involvement

A Leadership Responsibility

3131

The “old” vs. “new” leadership

Old Mindset aboutOld Mindset aboutStakeholder ValueStakeholder Value

New Mindset aboutNew Mindset aboutStakeholder ValueStakeholder Value

It’s not a core business issueIt’s not a core business issue It’s part of the core business targetIt’s part of the core business target

It’s a cost centerIt’s a cost center It’s a source of innovation, profit & growthIt’s a source of innovation, profit & growth

It’s a project for EHS specialistsIt’s a project for EHS specialists ““I own it”I own it”

I’m a victim (of the media, of NGOs,…)I’m a victim (of the media, of NGOs,…) I’m responsible for stakeholder perceptionsI’m responsible for stakeholder perceptions

I’ll deal with it if I’m forcedI’ll deal with it if I’m forced I choose it because I see its valueI choose it because I see its value

It’s us vs. them (company vs. stakeholders)It’s us vs. them (company vs. stakeholders) It’s us It’s us and and themthem

Not part of short-term financial resultsNot part of short-term financial results Both near- and long-term results are neededBoth near- and long-term results are needed

It’s an issue-by-issue problemIt’s an issue-by-issue problem It’s a whole system opportunityIt’s a whole system opportunity

Source: Laszlo, C., Sherman, D., Whalen, J. & Ellison, J. (2005). Journal of Corporate Citizenship, Issue 20.

3232

Public Involvement Public Involvement PhilosophyPhilosophy

It’s everybody’s jobIt’s everybody’s job Works best at local levelWorks best at local level Includes dialogue, which must occur Includes dialogue, which must occur

early in the processearly in the process It’s NOT talking “to” people, but It’s NOT talking “to” people, but

requires active listening – seeking to requires active listening – seeking to understand and recognizing value of understand and recognizing value of others’ opinionsothers’ opinions

3333

When working with the When working with the public …public …

What you say needs to be:What you say needs to be: SincereSincere ClearClear Delivered in terms people understand – Delivered in terms people understand –

try saying “we” instead of “you”try saying “we” instead of “you” Perceived to be sincerePerceived to be sincere What people want to know, not just What people want to know, not just

what YOU THINK they need to knowwhat YOU THINK they need to know

3434

When working with the When working with the public …public …

Remember who the boss isRemember who the boss is It’s The PublicIt’s The Public

Respect them and treat them the same as Respect them and treat them the same as you would the person signing your you would the person signing your evaluationevaluation

3535

Always remember …Always remember …

Use COKEUse COKE CommitmentCommitment OpennessOpenness KnowledgeKnowledge EmpathyEmpathy

Otherwise you may be perceived as a lazy, Otherwise you may be perceived as a lazy, lying, dumb jerk – a government lying, dumb jerk – a government bureaucratbureaucrat

3636

RealityReality

You’ll probably never get 100 percent You’ll probably never get 100 percent agreementagreement

There are not enough resourcesThere are not enough resources You’ll have to temper individual You’ll have to temper individual

desires against those of the wholedesires against those of the whole Conflict is the rule – not the exceptionConflict is the rule – not the exception There are no easy answersThere are no easy answers

3737

Your challengesYour challenges

Explain upfront the public’s roleExplain upfront the public’s role Don’t build false expectations – show Don’t build false expectations – show

timelines and financial realities visuallytimelines and financial realities visually Tell them what has been decidedTell them what has been decided Tell them what is open for discussion – Tell them what is open for discussion –

why or why notwhy or why not Tell them how decisions will be madeTell them how decisions will be made Tell them how their input will be usedTell them how their input will be used

3838

An ideal public involvement An ideal public involvement program …program …

Helps the Corps achieve sustainabilityHelps the Corps achieve sustainability Is supported and led by leadership at all Is supported and led by leadership at all

activity levelsactivity levels Has staff at all levels trained in Has staff at all levels trained in

communication skillscommunication skills Promotes active participation from Promotes active participation from

diverse groupsdiverse groups Is part of how we do businessIs part of how we do business

3939

10 Biggest Mistakes10 Biggest Mistakes

1. Make the PAO your only public 1. Make the PAO your only public faceface

2. Ignore the media/community 2. Ignore the media/community 3. Don’t correct errors3. Don’t correct errors 4. Shoot from the hip4. Shoot from the hip 5. Wait for the problem to go away5. Wait for the problem to go away

4040

10 Biggest Mistakes (con’t)10 Biggest Mistakes (con’t)

6. Make pronouncements6. Make pronouncements 7. Listen ONLY to your lawyers7. Listen ONLY to your lawyers 8. Focus inward8. Focus inward 9. Wing it on media interviews9. Wing it on media interviews 10.Don’t trust other employees10.Don’t trust other employees with important informationwith important information

4141

10 questions to ask10 questions to ask

Why are we communicating?Why are we communicating? Who is our audience?Who is our audience? What do they want to know?What do they want to know? What do we want to get across?What do we want to get across? How will be communicate?How will be communicate?

4242

10 questions to ask (con’t)10 questions to ask (con’t)

How will we listen?How will we listen? How will we respond?How will we respond? Who will carry out the plans? When?Who will carry out the plans? When?

What problems or barriers have we What problems or barriers have we planned for?planned for?

Have we succeeded?Have we succeeded? Rutgers University Center for Rutgers University Center for

Environmental Communication, 1966Environmental Communication, 1966

4343

Concentrate on the Concentrate on the Eight PercentEight Percent

8%

80%

2%

10%

Opinion Leaders

Nopes

Nimbys

Everyone Else

4444

VII.VII.

4545

Public involvement encompasses the full range of activities the Army uses to engage the American people in its planning and decision making processes. It is a progression of activities that moves beyond one-way communication to collaboration, coordination, and consultation with stakeholders.

Public Involvement

The Definition

4646

Step One: Plan and budget for public involvement Step One: Plan and budget for public involvement activities.activities. Include resources to research, conduct and Include resources to research, conduct and

evaluate public involvement activities.evaluate public involvement activities. Know what is required by law and what it will Know what is required by law and what it will

cost. cost. Know what is required to do the job effectively.Know what is required to do the job effectively. Determine the best method and the Determine the best method and the

costs associated with communicating costs associated with communicating with the affected public. with the affected public.

Restoration Advisory Board and Restoration Advisory Board and technical assistance costs.technical assistance costs.

Public Involvement

Seven Steps forEffective Public Involvement

4747

• Step Two: Identify Interested & Affected Step Two: Identify Interested & Affected Publics.Publics.- Identify groups or individuals who because of their - Identify groups or individuals who because of their

location, purposes, or activities may be affected by location, purposes, or activities may be affected by an upcoming action.an upcoming action.

- Develop a contact list for each major project. Add - Develop a contact list for each major project. Add those who ask to be added. Protect privacy.those who ask to be added. Protect privacy.

- Become familiar with history and issues.- Become familiar with history and issues.

- Identifying the interested and affected - Identifying the interested and affected public is a cornerstone of effective public is a cornerstone of effective public involvement. public involvement.

Public Involvement

Seven Steps forEffective Public Involvement

4848

• Familiarize yourself with the community Familiarize yourself with the community and its history. and its history.

• Contact community groups, local leaders and officials, Contact community groups, local leaders and officials, regulatory agencies, and environmental organizations.regulatory agencies, and environmental organizations.

• Look at past decision documents.Look at past decision documents.• Look at local directories and public records.Look at local directories and public records.• Contact people that hold all views.Contact people that hold all views.• Remember diversity.Remember diversity.• Search for the people who may Search for the people who may

not be readily visible. not be readily visible.

Public Involvement

Identify Publics and Stakeholders

4949

• Step Three: Consider technical assistance.Step Three: Consider technical assistance.- Used to help stakeholders understand complex technical - Used to help stakeholders understand complex technical

issues.issues.- If the stakeholders can’t understand the technical issues, - If the stakeholders can’t understand the technical issues,

they may fill that void with rumor, generalization, and they may fill that void with rumor, generalization, and animosity.animosity.

- Understanding directly affects people’s - Understanding directly affects people’s perception of risk.perception of risk.

Public Involvement

Seven Steps forEffective Public Involvement

5050

• Step Four: Provide information Step Four: Provide information effectively.effectively.- Provide consistent information in a timely - Provide consistent information in a timely

manner.manner.

- Make the information easily accessible.- Make the information easily accessible.

- Make the information understandable.- Make the information understandable.

- Use risk communication methodology.- Use risk communication methodology.

Public Involvement

Seven Steps forEffective Public Involvement

5151

Potential ActivitiesPotential ActivitiesPublic Meetings 1-800 Hotlines Web SitesTeleconferences Poster Sessions e-mails One-on-one meetings Surveys Editorial boardsInformation exhibits Site Tours Newsletter Community workshop Direct mailing News conferencesRadio and talk shows Videos/DVDs FliersFact Sheets “Ask the Expert” Q and A sessions

Breakfast, lunch, or dinner sessions

Public Involvement

5252

Public Involvement

Provide Information Effectively

5353

• Step Five: Conduct public consultation and Step Five: Conduct public consultation and involvement.involvement.- Provide for the exchange of views - Provide for the exchange of views

and open discussion of issues, and open discussion of issues, alternatives, and alternatives, and consequences.consequences.

- Conduct public involvement at times and - Conduct public involvement at times and places that enable affected and places that enable affected and interested people to participate.interested people to participate.

- Hold events during hours that allow people of all - Hold events during hours that allow people of all schedules to attend. schedules to attend.

- Accommodate the handicapped.- Accommodate the handicapped.

Public Involvement

Seven Steps forEffective Public Involvement

5454

4th StationTechnology

5th StationLand Use

Issues

2nd StationSite History

3rd StationPotential Hazards

7th StationRecommended

Action

6th StationAlternativesfor cleanup

Reg

istr

atio

n t

able

Do

orw

ay

1st StationProgramInfo(venting)

CommentTable

Display (two-sided)

Public Information SessionPublic Information Session

Public Involvement

5555

• Step Six: Use the input and provide Step Six: Use the input and provide feedback.feedback.- Analyze concerns, opinions, and data - Analyze concerns, opinions, and data

provided.provided.

- Consider incorporate of viewpoints.- Consider incorporate of viewpoints.

- Document that you understand and have - Document that you understand and have considered feedback.considered feedback.

- Tell participants and interested - Tell participants and interested parties how you used the input, parties how you used the input, or why you didn’t. or why you didn’t.

Public Involvement

Seven Steps forEffective Public Involvement

5656

• Step Seven: Evaluate public involvement Step Seven: Evaluate public involvement activities.activities.- Try to determine your effectiveness. Don’t - Try to determine your effectiveness. Don’t

assume.assume.

- Ask stakeholders formally and informally.- Ask stakeholders formally and informally.

- Document that you have considered - Document that you have considered feedback.feedback.

- Correct your process based on your feedback.- Correct your process based on your feedback.

Public Involvement

Seven Steps forEffective Public Involvement

5757

Evaluation ActivitiesEvaluation Activities

• Media content analysis• Feedback (anecdotal)

- Both internal and external

- Community leaders, community groups, commanders, union, family members

• Focus groups: small groups of stakeholders used to address specific issues• Restoration Advisory Board comments• Formal surveys both oral and/or written

Public Involvement

5858

Keys toKeys to

Communication

Communication

Public Involvement

For Effective Public Involvement

5959

Keys to Keys to

CommunicationCommunication • Perception equals reality.Perception equals reality.

• Successful communicationSuccessful communication requires trust plus requires trust plus

credibility.credibility.

• Communication requires Communication requires skill.skill.

Public Involvement

6060

• We must communicate We must communicate effectively!effectively!- Technical jargon and - Technical jargon and

acronyms are used in acronyms are used in all types of specialty all types of specialty fields.fields.

- They speed communication - They speed communication among knowledgeable among knowledgeable “insiders” but hinder “insiders” but hinder communication to everyone communication to everyone else.else.

Jargon & acronymscloud understandingfor non-experts

Technical Jargon and Acronym Technical Jargon and Acronym SoupSoup

Public Involvement

6161

• ““We are conducting We are conducting an electromagnetic an electromagnetic investigation of investigation of subsurface ferrous subsurface ferrous anomalies.”anomalies.” Bomb

• That is to say, “We That is to say, “We are using a are using a sophisticated metal sophisticated metal detector to search detector to search for bombs hidden for bombs hidden beneath the surface beneath the surface of the ground.”of the ground.”

Technical Jargon and Acronym Technical Jargon and Acronym SoupSoup

Public Involvement

6262

• Even common words for us, used in a Even common words for us, used in a different context, can be misunderstood. For different context, can be misunderstood. For example:example:

Plume: The distribution of a contaminant in a certain type of medium

Sweep: A search for UXO

What are fugitive emissions?

Technical Jargon and Acronym Technical Jargon and Acronym SoupSoup

Public Involvement

Or, a colorful feather

Or, cleanup with a broom

6363

Fort Belvoir Privatized HousingFort Belvoir Privatized Housing

A.k.a. - “The Army vs. the Little League”A.k.a. - “The Army vs. the Little League”Lessons learnedLessons learned:: Communication is ongoingCommunication is ongoing Engage early and oftenEngage early and often Once one side has taken the cause to Once one side has taken the cause to

the media, it’s hard to find common the media, it’s hard to find common groundground

Environmental issues pop up Environmental issues pop up everywhereeverywhere

6464

Keep it localKeep it local

The same message doesn’t apply to allThe same message doesn’t apply to all Identify target audiencesIdentify target audiences

Spend time with themSpend time with them Match audience with a messageMatch audience with a message

Get to know the people who talk…Get to know the people who talk…

(movers/shakers)(movers/shakers)

Then walk their talkThen walk their talk

Media becomes engaged when focus is on aMedia becomes engaged when focus is on a

local problemslocal problems

6565

What is “Newsworthy”?What is “Newsworthy”?

Project significanceProject significance Changes being madeChanges being made Unusual, unexpected, contradictory activitiesUnusual, unexpected, contradictory activities Something people need to knowSomething people need to know Something people would like to knowSomething people would like to know One of a trendOne of a trend Unintended impactUnintended impact

Being “newsworthy” doesn’t mean it will make Being “newsworthy” doesn’t mean it will make the newsthe news

6666

Dealing with the MediaDealing with the Media

Quick lesson how to handleQuick lesson how to handle Get three solid messagesGet three solid messages Come up with the 5 best questions Come up with the 5 best questions

reporters can ask and the 5 worstreporters can ask and the 5 worst Then develop your SHORT answers and Then develop your SHORT answers and

bounce them off people around you, bounce them off people around you, preferably those who don’t know the preferably those who don’t know the issueissue

6767

Dealing with the MediaDealing with the Media

Why do it?Why do it? Effective way of reaching the communityEffective way of reaching the community The public funds your programs – public The public funds your programs – public

has right to know what we’re doing and has right to know what we’re doing and whywhy

Understanding = supportUnderstanding = support Opportunity to deliver message and Opportunity to deliver message and

provide time-critical informationprovide time-critical information Opportunity to set the record straightOpportunity to set the record straight

6868

Dealing with the MediaDealing with the Media

Two objectives:Two objectives: Deliver your messageDeliver your message Tell the truthTell the truth

Don’t talk to reporters without first Don’t talk to reporters without first talking to your Public Affairs Officetalking to your Public Affairs Office

6969

Media Training TechniquesMedia Training Techniques

Good for all types of media as well as Good for all types of media as well as press conferences, public meetingspress conferences, public meetings

Will it be live or taped, when will it Will it be live or taped, when will it run?run?

Why is the reporter interested?Why is the reporter interested? What are the 15 most important What are the 15 most important

words you can tell the community words you can tell the community about the issue?about the issue?

7070

Media Training Techniques Media Training Techniques (con’t)(con’t)

Frame your answers in terms of Frame your answers in terms of people, not statisticspeople, not statistics

Always try to make your Mom proudAlways try to make your Mom proud

7171

How to Approach InterviewsHow to Approach Interviews

Business deal – mutual gain for Business deal – mutual gain for you/reporteryou/reporter

Remember the one station everyone Remember the one station everyone is plugged into – WII-FM – call letters is plugged into – WII-FM – call letters for What’s In It For Me?for What’s In It For Me?

Make sure you can provide facts, Make sure you can provide facts, figures, quotes in plain English and figures, quotes in plain English and accessaccess

7272

Five Steps to Effective Five Steps to Effective InterviewsInterviews

Get the details first – Get the details first – 5 W’s5 W’s and and 1 H1 H – –

wwho, ho, wwhat, hat, wwhere, here, wwhen, hen, wwhy and hy and hhowow Get the questions – “Tell me what you Get the questions – “Tell me what you

need, what’s your story about?”need, what’s your story about?” Develop your messages – short, jargon-Develop your messages – short, jargon-

free sound bits and facts to support free sound bits and facts to support them … visuals, if timethem … visuals, if time

7373

5 Steps to Effective Interviews 5 Steps to Effective Interviews (con’t)(con’t)

Do the interview – TV, it’s more how Do the interview – TV, it’s more how you lookyou look

Review and Improve – Learning Review and Improve – Learning Organization – Accept a balanced Organization – Accept a balanced story/report – Correct blatant errorsstory/report – Correct blatant errors

7474

Remember …Remember …

When doing an interview, you are talking When doing an interview, you are talking to the public – your friends, neighbors, to the public – your friends, neighbors, family. They need to understand your family. They need to understand your messages and why they should be messages and why they should be concerned about your project.concerned about your project.

If there’s something the community can If there’s something the community can do to help, tell them – gets them do to help, tell them – gets them involved and helps them take ownershipinvolved and helps them take ownership

7575

Remember …Remember …

Target your messages to areas that Target your messages to areas that most directly affect people:most directly affect people: Health and safetyHealth and safety Economic securityEconomic security Protection of property valuesProtection of property values Peace of mindPeace of mind Pride in communityPride in community Absence of conflictAbsence of conflict

7676

Media Tips Media Tips

Trust is keyTrust is key Talk from the heartTalk from the heart Tell the truthTell the truth Tell it simply – it’s all about people, Tell it simply – it’s all about people,

make sure they understand what you’re make sure they understand what you’re saying, no jargon or acronymssaying, no jargon or acronyms

Better to say “I don’t know” than to wing Better to say “I don’t know” than to wing it – will get you in trouble every timeit – will get you in trouble every time

7777

Difficult Difficult Questions/StatementsQuestions/Statements

Will you guarantee me that ….?Will you guarantee me that ….? Why should I trust you?Why should I trust you? Why did you lie about …?Why did you lie about …? Promise us that will never happen again.Promise us that will never happen again. Your policy/plan is wrong!Your policy/plan is wrong! Where do you live? For how long?Where do you live? For how long? You don’t care!You don’t care! You purposely designed the levees so they You purposely designed the levees so they

would fail and hurt the poor.would fail and hurt the poor.

7878

Risk Commo Risk Commo Tips/TechniquesTips/Techniques

Understand and value people’s perceptions Understand and value people’s perceptions about risksabout risks

Recognize your words and actions have an Recognize your words and actions have an impact on perceptionsimpact on perceptions

Deal with emotions firstDeal with emotions first Recognize and address perceptionsRecognize and address perceptions Trust and credibility come before factsTrust and credibility come before facts Convey clear and effective messagesConvey clear and effective messages Follow throughFollow through

7979

Scenario Scenario

Employees have heard rumors that your Employees have heard rumors that your district is going to be relocated 2,500 district is going to be relocated 2,500 miles away or possibly closed completely. miles away or possibly closed completely. Many employees have expressed concern Many employees have expressed concern about relocating and/or losing their jobs. about relocating and/or losing their jobs. The relocation details have not been The relocation details have not been finalized, but the tentative timetable is finalized, but the tentative timetable is one-to-two years. How will you approach one-to-two years. How will you approach this process while maintaining morale this process while maintaining morale and preventing a mass exodus? and preventing a mass exodus?

8080

Risk Risk CommunicationCommunication FundamentalsFundamentals

8181

Defining RiskDefining Risk

Technical expert’s definitionTechnical expert’s definition Hazard + probability = risk assessmentHazard + probability = risk assessment Relies upon research and statisticsRelies upon research and statistics Characterized by health risk assessmentsCharacterized by health risk assessments

Public’s definitionPublic’s definition Consequences of hazardsConsequences of hazards Individual feelings about likelihood that something Individual feelings about likelihood that something

bad will happen to them.bad will happen to them. I am the “one in a million.”I am the “one in a million.”

8282

What Is Risk What Is Risk Communication?Communication?

Actions, words, and other messages, responsive to the Actions, words, and other messages, responsive to the concerns, values and agendas of the information concerns, values and agendas of the information recipients, intended to help people make informed recipients, intended to help people make informed decisions about threats to their health and safety.decisions about threats to their health and safety.

““Closing the Gap”Closing the Gap”

8383

What Is It? – Another What Is It? – Another DefinitionDefinition

Risk communication is the process of Risk communication is the process of building, maintaining, and repairing building, maintaining, and repairing relationships with stakeholders on relationships with stakeholders on issues. This requires significant issues. This requires significant communication skills.communication skills.

8484

HistoryHistory

Study of risk communication emerged in Study of risk communication emerged in the 1970’s. the 1970’s.

Research evolved from the medical Research evolved from the medical community’s unsuccessful physician-community’s unsuccessful physician-patient interactions.patient interactions.

Social science researchers began Social science researchers began studying perceptions of a variety of risks studying perceptions of a variety of risks (medical, chemical, nuclear, biological).(medical, chemical, nuclear, biological).

8585

HistoryHistory

Researchers found that people view Researchers found that people view risk based on their perceptions.risk based on their perceptions.

Perceptions are intuitive.Perceptions are intuitive. People weigh risk based on several People weigh risk based on several

factors.factors.

8686

How the Public Views RiskHow the Public Views Risk

Less RiskyLess Risky High Trust in SourceHigh Trust in Source VoluntaryVoluntary Individual ControlIndividual Control FamiliarFamiliar Clear BenefitsClear Benefits FairFair Naturally OccurringNaturally Occurring Affects EverybodyAffects Everybody Not DreadedNot Dreaded ChronicChronic Positive Historical Positive Historical

AssociationsAssociations

More RiskyMore Risky Low Trust in SourceLow Trust in Source InvoluntaryInvoluntary No/Little ControlNo/Little Control UnfamiliarUnfamiliar Benefits UnknownBenefits Unknown UnfairUnfair Created by HumansCreated by Humans Affects ChildrenAffects Children DreadedDreaded CatastrophicCatastrophic Negative Historical Negative Historical

AssociationsAssociations

8787

Why Do It?Why Do It?

8888

Why Is It Difficult?Why Is It Difficult?

8989

How Do I Apply Risk How Do I Apply Risk Communication?Communication?

As a strategic process in planning As a strategic process in planning communicationcommunication

During interpersonal communication During interpersonal communication with individuals and their familieswith individuals and their families

9090

To Be an Effective Risk To Be an Effective Risk Communicator You Must. . .Communicator You Must. . .

Understand and value individual Understand and value individual perceptions about risk.perceptions about risk.

Recognize that your words and Recognize that your words and actions have an impact on actions have an impact on perceptions.perceptions.

Build trust and credibility with Build trust and credibility with stakeholders.stakeholders.

Recognize that communication is a Recognize that communication is a skill.skill.

9191

Risk Communication Risk Communication ExerciseExercise

Generic Groupings ofGeneric Groupings ofQuestions/StatementsQuestions/Statements

Learning Objective:Learning Objective: Learn just one of the key communications skills in Learn just one of the key communications skills in

Risk Communication.Risk Communication. Learn how to prepare, plan and practice for Learn how to prepare, plan and practice for

difficult questions or statements from any difficult questions or statements from any stakeholder (except the media) on any issue stakeholder (except the media) on any issue using a generic grouping approach.using a generic grouping approach.

9292

Generic Categories of Generic Categories of Questions and StatementsQuestions and Statements

1.1. Ventilation – A highly negative Ventilation – A highly negative emotional state/angeremotional state/anger

2.2. What’s the question or statement?What’s the question or statement?

3.3. Rude but briefly acceptableRude but briefly acceptable

4.4. Negative allegations – not trueNegative allegations – not true

5.5. Negative allegations – trueNegative allegations – true

9393

Generic Categories ofGeneric Categories ofQuestions and StatementsQuestions and Statements

6.6. Guarantee/100% assurance/no risk Guarantee/100% assurance/no risk acceptableacceptable

7.7. Fairness questionsFairness questions8.8. The setup question or statementThe setup question or statement9.9. Personal interest that’s not relevant (in Personal interest that’s not relevant (in

group discussions)group discussions)10.10. PolicyPolicy11.11. Factual questions – What? Who? When? Factual questions – What? Who? When?

Where?Where?

9494

Responding to Tough Responding to Tough QuestionsQuestions

1.1. Allow ventilation/anger – up to a pointAllow ventilation/anger – up to a point

2.2. Listen to determine the underlying Listen to determine the underlying concernconcern

Paraphrase off of previous questionsParaphrase off of previous questions A “How can we…?” responseA “How can we…?” response

3.3. Indicate that you care where they are Indicate that you care where they are coming from Be empatheticcoming from Be empathetic

4.4. Make your point/conclusion/sound biteMake your point/conclusion/sound bite

5.5. Provide facts that support your conclusionProvide facts that support your conclusion

6.6. Discuss next steps – include “when”Discuss next steps – include “when”

9595

Messaging and Skills Messaging and Skills DevelopmentDevelopment

9696

Elements of Successful Elements of Successful Risk CommunicationRisk Communication

Credibility

Message Skill

9797

Effective Risk Effective Risk Communication MessagesCommunication Messages

Consider the objective of the Consider the objective of the messagemessage Persuade/convincePersuade/convince Inform/educateInform/educate Motivate to actionMotivate to action

9898

Components of a Good Components of a Good Key MessageKey Message

Must address underlying concernMust address underlying concern Short – 5 to 25 words (sound bites)Short – 5 to 25 words (sound bites) PositivePositive Understandable Understandable Effective through repetitionEffective through repetition MemorableMemorable No jargon and limited use of numbersNo jargon and limited use of numbers Part of a good storyPart of a good story

9999

Message TemplateMessage Template

Connecting /empathy statementConnecting /empathy statement ConclusionConclusion

Fact #1Fact #1 Fact #2Fact #2 Fact #3Fact #3

ConclusionConclusion Future ActionFuture Action

100100

Know How and When Know How and When toto

Use NumbersUse NumbersFrequently are not comprehensible Frequently are not comprehensible

in size or relative terms, in size or relative terms, including:including:

QuantitiesQuantities ConcentrationConcentration Large probabilitiesLarge probabilities Acceleration factorsAcceleration factors

101101

Know How and When toKnow How and When toUse NumbersUse Numbers

Be aware of the numerator effectBe aware of the numerator effect Conception of the magnitude diminishes Conception of the magnitude diminishes

rapidly with each added zerorapidly with each added zero Relate numbers to something familiar Relate numbers to something familiar Try to avoid negative terms, e.g., Try to avoid negative terms, e.g.,

deaths per “x.”deaths per “x.” Pre-test messages with stakeholders or Pre-test messages with stakeholders or

surrogatessurrogates

102102

Organizing Information

People make sense of new information by creating a story with the facts, evidence, witnesses, and events.

95% of people choose to organize information into a story as opposed to using other organizing structures.

103103

Credibility as a Credibility as a CommunicatorCommunicator

Perceptions of your personal Perceptions of your personal credibility are influenced by whether credibility are influenced by whether you seen as:you seen as: Caring/ empatheticCaring/ empathetic Competent in your fieldCompetent in your field Dedicated and committedDedicated and committed Trustworthy and honest Trustworthy and honest

104104

Credible CommunicatorsCredible Communicators

Excellent eye contactExcellent eye contact Effective non-verbalsEffective non-verbals Active listenersActive listeners Professional appearance and Professional appearance and

demeanordemeanor Track record of honesty Track record of honesty Third party endorsementsThird party endorsements

105105

Nonverbal Nonverbal CommunicationCommunication

More important than wordsMore important than words

More memorable than wordsMore memorable than words

More noticeable than wordsMore noticeable than words

106106

Some Basics with the Some Basics with the BodyBody

Lean inLean in Maintain eye contactMaintain eye contact Square upSquare up Be aware of personal spaceBe aware of personal space Open arms and handsOpen arms and hands Mirror space and angleMirror space and angle

107107

Applying Risk Applying Risk CommunicationCommunication

Applying Risk Communication:Applying Risk Communication:

In your breakout group, discuss the case In your breakout group, discuss the case study provided. Identify and list three study provided. Identify and list three stakeholder groups that might have an stakeholder groups that might have an interest in the issue. Develop three tough interest in the issue. Develop three tough questions that might be raised about this questions that might be raised about this case. Prepare to brief the class.case. Prepare to brief the class.

108108

Tools for CommunicatingTools for Communicating

News releasesNews releases StatementsStatements Fact sheetsFact sheets On-site interviewsOn-site interviews Media briefingsMedia briefings Door-to-door visitsDoor-to-door visits Community meetingsCommunity meetings WebsiteWebsite Hotlines/ Information linesHotlines/ Information lines

109109

For Additional For Additional Information:Information:

Contact Jennifer Lynch:Contact Jennifer Lynch:By e-mail:By e-mail:

Jennifer.lynch@amedd.army.milJennifer.lynch@amedd.army.milOr by phone:Or by phone:(410) 436-8147(410) 436-8147

US Army Center for Health Promotion US Army Center for Health Promotion and Preventive Medicine: and Preventive Medicine:

http://chppm-whttp://chppm-www.apgea.army.mil/riskww.apgea.army.mil/risk

110110

Multi-Mission Sensor TestMulti-Mission Sensor Test

a.k.a. “The Egg White Bomb”a.k.a. “The Egg White Bomb”

Lessons Learned:Lessons Learned: The earlier PAO is involved the betterThe earlier PAO is involved the better Don’t take anything for grantedDon’t take anything for granted Local support is everythingLocal support is everything Leadership plays a huge role in Leadership plays a huge role in

sensitive situationssensitive situations Concerned citizens are more dramatic Concerned citizens are more dramatic

when TV is runningwhen TV is running

111111

https://www.asaie.army.mil/https://www.asaie.army.mil/pitoolboxpitoolbox