2006 risk communication case study ch ppt

Crisis / Emergency Crisis / Emergency Risk CommunicationRisk Communication

Case study

蘇丹紅的故事蘇丹紅的故事第三集

事件回顧事件回顧

20062006 年年 1111月月 1212日日 亞洲電視本港台：河北發現有人將致癌的工業用料，混入飼料餵養鴨隻，令鴨蛋黃呈鮮紅色

11 月 13 日東方日報

11 月 13 日星島日報

11 月 14 日經濟日報

11 月 15 日明報

11 月 15 日星島日報

11 月 16 日太陽報

11 月 19 日成報

20062006 年年 1111月月 1919日日 福建發現蘇丹紅雞蛋

11 月 20 日經濟日報

11 月 20 日大公報

20062006 年年 1111月月 2020日日 國家質檢總局局長李長江：通過正規途徑供應香港的雞蛋和鴨蛋都無問題

11 月 21 日明報

11 月 21 日經濟日報

20062006 年年 1111月月 2121日日 食物安全中心：市民毋須恐慌，放心食蛋

11 月 21 日頭條新聞

11 月 21 日新報

20062006 年年 1111月月 2121日日 衛生副利及食物局局長：現時香港的雞蛋是安全的

11 月 22 日星島日報

20062006 年年 1111月月 2222日日 食物及環境衛生署證實一個神丹鴨蛋樣本和一個來自湖北的雞蛋樣本檢出蘇丹紅

11 月 23 日am730

11 月 23 日文匯報

11 月 23 日明報

11 月 23 日大公報

11 月 23 日明報

20062006 年年 1111月月 2222日日 衛生副利及食物局局長：根據專家的分析，這些蛋內蘇丹紅的含量不高，對健康的影響不大。每個市民亦應衡量是否願意承受這些風險

11 月 15 日人民網

35E P I D E M I C A L E R T A N D R E S P O N S E

Communications are as critical to outbreak control as laboratory analyses

or epidemiology

Dr. Jong-wook Lee

溝通失當？溝通失當？

Principles of Crisis Communication

Be FirstBe Right

Be Credible

Emergency Risk Communication: Success Factors

• Be Empathetic: embody sincere caring• Be First: speedy communication

– First messages are lasting messages– Being first indicates preparedness and

competence• Be Right: accurate content• Be Credible: be honest and build trust

Bad Communication Bad Communication AddsAdds to Crisis to Crisis• Mixed messages from multiple “experts”• Late information “overcome by events”• Over-reassuring messages• No reality check on recommendations• Myths, rumors, doomsayers not countered• Improper modeling of behavior, lack of affect,

bad humor by spokesperson/leader• Public power struggles and confusion

(Barbara Reynolds, CDC)

1) Risk perception1) Risk perception

11 月 23 日星島日報

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

Proposition 1“When people are stressed and upset, they want to know that

you care before they care what you know.”

Equation of risk acceptance

Risk = Hazard + Outrage

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

Proposition 2

“Facts about risk appear to play little or no role in

determining public perceptions and concerns about risks.”

 Perception of risks

All risks are not accepted equally Voluntary vs. involuntary Personally controlled vs. controlled by

others Familiar vs. exotic Natural origin vs. manmade Reversible vs. permanent

 Perception of risks

Statistical vs. anecdotal Endemic vs. epidemic (catastrophic) Fairly distributed vs. unfairly distributed Generated by trusted vs. mistrusted

institution Adults vs. children Understood benefit vs. questionable

benefit

Be Careful With Risk Comparisons

Are they similarly accepted based on– high/low hazard (property/people measure)– high/low outrage (emotional measure)

A. High hazard B. High outrage

C. Low hazard D. Low outrage

11 月 25 日明報

2) Information released 2) Information released latelate

神丹日誌神丹日誌 11月 17日，食環署獲悉裕華國貨有出售神丹健康食品有限公司的鴨蛋，但沒詳細資料，也沒有公布 11月 18日，內地驗出神丹公司的蛋類產品含蘇丹紅，國家質檢局局長籲港人注意有關品牌 11月 20日，食環署稱神丹公司含蘇丹紅的鴨蛋及雞蛋並無供港；同日取得裕華的鴨蛋化驗

神丹日誌神丹日誌 11月 21日，（衛福局局長表示毒蛋沒進口香港，市面雞蛋安全後）食環署於深夜發出新聞稿，公告裕華曾展銷神丹蛋，並售出逾 1000隻 11月 22日，食環署證實一個神丹鴨蛋樣本檢出蘇丹紅

Timing is key!• “First out” sets the agenda, shapes the

message • Don’t avoid communication - even if you

have nothing specific to say• Establish a presence with your

spokesperson• Set a schedule for communications - and

stick to it!

Give the public what you have when you have it

The mistake response officials make is waiting to release information until all the facts are in

Your speed at releasing information is a marker for your preparedness– Release what you know, acknowledge what

you don’t yet know and tell them how you’re getting answers

3) Over-reassurance3) Over-reassurance

11 月 23 日文匯報

Uncertainty

Tell people– What you know– What you don’t know– The process you’re using to try and get some

answers

Uncertainty

Don’t over-reassure– A high estimate of harm modified downward i

s much more acceptable to the public than a low estimate of harm modified upward.

Uncertainty

Confidence vs. uncertainty– Instead of making promises about outcomes,

express the uncertainty of the situation and a confident belief in the “process” to fix the problem and address public safety concerns.

4) Paternalistic attitude4) Paternalistic attitude

11 月 16 日中國新聞網

(3) Paternalistic attitudes

The worst thing you can do is to tell a frightened person they have no reason to be frightened

Never tell people “don’t worry” Treat the public like intelligent adults Tell them what you know that makes you

less afraid

5) Action steps5) Action steps

Give people things to do

Anxiety is reduced by action and a restored sense of control– Symbolic behaviors (e.g., going to a candlelight

vigil)– Preparatory behaviors (e.g., buying water and b

atteries)– Contingent “if, then” behaviors (e.g., creating a

n emergency family communication plan)

Give people things to do

Recommend a 3-part action plan– You must do X– You should do Y– You can do Z

6) Public power struggle6) Public power struggle

11 月 23 日太陽報

11 月 23 日東方日報

11 月 24 日成報

11 月 26 日蘋果日報

(5) Public power struggles or confusion

All partners need to have clearly defined roles and responsibilities

Let the public perceive a united front with multiple jurisdictions working cooperatively for the good of their community

Avoiding pitfalls Pitfall: Organizational identity

Do: Use personal pronouns ("I," "we"). Don't: Take on the identity of a large

organization.

Pitfall: Blame Do: Take responsibility for your share of the

problem. Don't: Try to shift blame or responsibility to

others.

What does the world want to What does the world want to see?see?

Acceptance of responsibilityAcceptance of responsibilityWillingness to take positive stepsWillingness to take positive steps

Audience judgments about your message

Accuracy of Information

__________

Speed of Release

Empathy+

Openness

CREDIBILITYSuccessful Communication=+

TRUST

影響影響

11 月 25 日蘋果日報

11 月 24 日東方日報

11 月 23 日經濟日報

11 月 24 日太陽報

11 月 23 日太陽報

11 月 22 日蘋果日報

11 月 26 日新報

Costs of Ineffective Health Risk Communication

High level of public outrage Irreplaceable loss of trust Loss of credibility Difficulty in reaching resolution on a public health issue Does not result in desired behaviour changes Unnecessary human suffering due to high levels of anxiety, fear, worry and outrage

討論討論

It could have been better It could have been better if …if … Communication objectives First message Key messages Spokesperson Sensitive questions

Crisis and Emergency Risk Communication

To provide accurate and timely information as well as essential coordination during a crisis or emergency

To inform the public of potential risks and steps being taken during a crisis or emergency

To aid individuals, stakeholders, or communities to accept the imperfect nature of choices and to make best possible decisions during a crisis or emergency

What the public seeks from your communication

The public wants to know what you know The public wants to accomplish 5 things

– Gain the wanted facts needed to protect them, their families and their pets

– Make well-informed decisions– Have an active, participatory role– Act as a “watch-guard” over resources– Recover or preserve well-being and normalcy

First message in a crisis

An expression of empathy Confirmed facts and action steps What you don’t know about the situation What’s the process Statement of commitment Where people can get more information

Key Word Message Map 1Message Map

Stakeholder:Question/Concern

Key Message/Fact 1.

Key Message/Fact 2.

Key Message/Fact 3.

Keywords:Supporting

Fact 1.1

Keywords:Supporting

Fact 1.3

Keywords:Supporting

Fact 1.2

Keywords:Supporting

Fact 2.1

Keywords:Supporting

Fact 2.2

Keywords:Supporting

Fact 2.3

Keywords:Supporting

Fact 3.1

Keywords:Supporting

Fact 3.2

Keywords:Supporting

Fact 3.3

The leader as a spokesperson

Take the EOC or agency from an “it” to a “we”

Express empathy and then give directions for action

Rally the community in a crisis

E P I D E M I C A L E R T A N D R E S P O N S E

Frequently asked questionsFrequently asked questions

How certain are you that the situation is under control?

Why wasn’t this prevented from happening? What else can go wrong? What are you not telling us? Do you accept responsibility for what happened? What would you like to say to those who have been

harmed and to their families?

11 月 23 日商報