Download Covello Communication Slides

Communication Skills for
High Stress/High Risk
Situations
Master Class
Dr. Vincent T. Covello
Director, Center for Risk
Communication
New York City
Tel. 1-917-270-5280
Email: [email protected]
1
Communication Skills for High
Stress/High Risk Communication:
Master Class
Presentation Outline
•
•
•
•
\
2
Introduction/Overview
Tools and Skills
Resources
Strategies
HERC v 3.1
1-
High Concern/Risk Communication
Literature
• 8000 Articles in Peer Reviewed Scientific Journals
• 2000 Books
• Reviews of the Literature by Major Scientific
Organizations
– US, National Academy of Sciences:
“Improving Risk Communication” (1989)
– UK, Royal Society:
“Risk: Analysis, Perception and Management (1992)
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Research Literature Examples
• Gladwell, M., “Blink”
• Kahneman, D., “Thinking Fast and Slow”
• Covello, V. and Hyer, R, “Effective Media
Communication During Public Health Emergencies
============
• Lehrerer, J., “How We Think”
• Fisher, R., “Getting to Yes” (Ury, W., “Getting Past No”)
• Ekman, P., “Emotions Revealed” (Also, “Telling Lies:
Clues to Deception”)
• Tufte, E., “Visual Explanations”
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High Stress/High Risk
Communication Literature:
Dr. Randall A. Hyer and Dr. Vincent T. Covello
“Effective Media Communication During
Public Health Emergencies:
A World Health Organization Handbook”
World Health Organization, United Nations:
Geneva, April 2007
•(www.amazon.com or www.who.int/bookorders)
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“Top Questions about Ebola:
Simple Answers”
Dr. Vincent T Covello and Dr. Randall A. Hyer,
2014
http://www.astho.org/Infectious-Disease/
HERC v 3.1
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1-
FRONTAL LOBE
PARIETEL LOBE
OCCIPITAL
LOBE
TEMPORAL LOBE
CEREBELLUM
7
P
Parts of the Brain Involved in Fear Response
Amygdala
Hypothalamus
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8
Communication
Topic Outline
•
•
•
•
9
Introduction/Overview
Tools and Skills
Resources
Strategies
HERC v 3.1
1-
Communication Skills for High
Stress/High Risk High Communication:
Definition
•
• A science-based approach for
communicating effectively in:
• high stress situations
• high risk situations
• low trust situations
• high stakes situations
• controversial situations
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HERC v 3.1
1-
High Stress/High Risk
Communication Goals
ht, Institute11for High Concern Communication
Inform and
Educate
Persuade
and
Convince
Build or
Repair
Trust
High Impact Communication Skills:
Application Areas
High Stress/High Risk Situations
• Health, Safety, and Environmental Issues
• Cost Overruns/Project Delays/Operational Disruptions
• Controversial Approvals/Permissions/NIMBY
• /
• Employee Issues (e.g., complaints, bias, prejudice, discrimination)
Crises, Emergencies, and Disasters
• Disease Outbreaks, Accidents, Emergencies
•
•
Natural Hazards
Other Crises
(e.g., Shootings, Scandals, Sexual Abuse, Lawsuits, Protests)
Organizational Change
• Mergers/Downsizing/Rapid Growth/Relocation/Reorganization
• Layoffs/Funding Cuts/Reforms
•
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Changes in Policies, Mission, Systems, or Strategic Objectives
Three Key
Messages
High concern
communication
is a
science-based
discipline
13
High concern
situations
change the
rules of
communication
The key to
high concern
communication
success is
anticipation,
preparation,
and practice
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FRONTAL LOBE
PARIETEL LOBE
OCCIPITAL
LOBE
TEMPORAL LOBE
CEREBELLUM
14
Message Preparation: Handout
“Basic Risk Communication/Message Mapping
Templates”
15
Copyright, Dr. V Covello, Center for Change/Risk Communication
Best Practices
Risk Communication/High Concern Communication Templates
(see handout)
– Rule of 3 Template
– Primacy/Recency Template
– 27/9/3 Template
– CCO Template
-- 1N=3P Template
-- AGL-4 Template
-- TBC Template
16
FRONTAL LOBE
PARIETEL LOBE
OCCIPITAL
LOBE
TEMPORAL LOBE
CEREBELLUM
17
HCC Literature:
Example
• “The Magic Number Seven, Plus or Minus Two: Some
Limits on Our Capacity for Processing Information”
• George A. Miller (Department of Psychology,
Princeton University)
– The Psychological Review, 1956, vol. 63, pp. 81-97
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Limits of the Brain
Low Stress
• Rule of 7
High Stress
• Rule of 3
• 27/9/3
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Visuals
20
P
Parts of the Brain Involved in Fear Response
Amygdala
Hypothalamus
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21
Communication
22
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Open House/Forum/Information Exchange
23
Open House Meetings
24
THEORIES,
TOOLS AND
TEMPLATES
25
Best Practices
Risk Communication Templates (see handout)
• Rule of 3 Template
• Primacy/Recency
• 27/9/3 Template
• CCO Template
• 1N=3P Template
• IDK Template
• AGL-4 Template
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HIGH CONCERN COMMUNICATION THEORIES
Trust
Determination
Theory
Negative
Dominance
Theory
Mental
Noise
Theory
Risk
Perception
Theory
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High Concern/Risk Comm. Theories*
• Trust Determination
– When people are stressed, they want to know that you
care before they care what you know
• Mental Noise
– When people are stressed, they have difficulty processing
information – hearing, understand, remembering
• Negative Dominance
– When people are stressed, they focus more on the
negative than on the positive
• Risk Perception
28
– When people are stressed, the gap between perception
and reality widens
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* Holding constant other variables
TRUST DETERMINATION THEORY
Trust
Determination
Theory
29
Trust
Determination
Theory
30
When people are
stressed or upset,
they typically:
•want to know that
you care before they
care what
you know
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People Want To Know That You Care Before
They Care What You Know
Listening/
Caring/
Empathy/Compassion
50%
Competence/
All
Expertise
Other Factors
15–20%
15–20%
Honesty/
Openness
15–20%
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Assessed
in first 9–30
seconds
Trust Determination Theory
When people are stressed or upset, they often distrust
that others are:
• listening, caring, empathy
• honest, open, hard working
• competent, expert
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Case Study:
Walter Reed Hospital (2007)
•
MedCom
Commander, Walter
Reed Hospital
General K. Kiley
33
•
Q: “Do you hold yourself
accountable for the squalid
conditions provided for wounded
soldiers at Walter Reed Hospital”
A: “I’m trying not to say I’m not
accountable.”
•
•
Q: “How could you not have known?
A: “I don’t do barracks
inspections at Walter Reed
Hospital.”
•
•
Q: “Why did you do so little?”
A: “Walter Reed Hospital is not
my only command.”
•
Source: March 6, 2007, Washington Post
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Best Practices
Risk Communication Templates (see handout)
• Rule of 3 Template
• Primacy/Recency
• 27/9/3 Template
• 1N=3P Template
• IDK Template
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Case Study:
BP Oil Spill (2010)
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Case Study:
BP Oil Spill (2010)
BP CEO
Tony Hayward
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BP Oil Spill (2010):
BP CEO Tony Hayward
“I’m sorry. We’re sorry for the massive disruption it has
caused their lives. And there is no one who wants
this over more than I do. I’d like my life back.” (May
30, 2010)
37
Mayor Giuliani, 9/11
“The number of casualties is more than
any of us can bear ultimately.”
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Mayor Giuliani, 9/11
• “The number of casualties is more
than any of us can bear ultimately.
• And I believe we will become stronger.
• Stronger economically, politically, and
most importantly, emotionally.”
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Mayor Giuliani, 9/11
“The number of casualties is more than
any of us can bear ultimately.”
40
Trust Determination Theory
Assessed in
first 30
seconds
Listening / Caring / Empathy
50%
Competency/
Expertise
Dedication/
Consistency /
Commitment
15-20%
15-20%
Honesty/
Openness/
Transparency
15-20%
41
Copyright, Dr. V Covello,
Center for High Concern Communication
Credibility Ladders
MOST CREDIBLE
High Credibility
Medium Credibility
Low Credibility
42
LEAST CREDIBLE
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Credibility Ladder:
Drug Safety/Drug Recalls
(US, 2013)
• Pharmacist
MOST CREDIBLE
• Professor (medical research)
• Physician/Nurse/PhD
• Health Official
• Friend/Family member
(with personal experience)
• Middle manager
(drug manufacturer)
• Hired expert/consultant
LEAST CREDIBLE
• Company executive
(pharmaceutical)
43
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Credibility Transference
A lower credible source takes
on the credibility of the highest
credible source that agrees
with its position on an issue.
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Credibility Reversal
• When a lower source attacks the credibility of a
higher source, the lower source loses further
credibility.
• The only information source that can effectively
attack the credibility of another source is one of
equal or higher credibility.
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Credibility Reversal
.
46
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Case Study:
Gulf War (1990-1991)
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Templates:
Trust Determination
CCO Template
(C)ompassion
(C)onviction
(O)ptimism
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MENTAL NOISE THEORY
Mental
Noise
Theory
49
Mental Noise
Theory
50
When people are
stressed or upset,
they typically:
•have difficulty,
hearing,
understanding, and
remembering
information
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Mental Noise Theory
20%
0
100
Stress and mental noise can reduce
the ability to process
information by up to 80%
51
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Templates:
Mental Noise
• Rule of 3 Template
• Primacy/Recency
Template
• 27/9/3 Template
• AGL-4
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Template:
27/9/3
• 27 words
• 9 seconds
• 3 messages
* Note: Words processed as
phrases count as only one
word
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Template:
Primacy/Recency
“When people are stressed and upset, they typically
focus most on that which is said first (primacy) and
last (recency).”
Low Stress Situations:
•Brain processes information based on linear order (e.g., 1,
2, 3)
High Stress Situations:
• Brain processes information based on primacy/recency
(e.g., 1, 3, 2)
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Template:
Average Grade Level (AGL) Minus 4
“When people are stressed and upset, they typically
process information at four grade levels below their
average grade level.”
Low Stress Situations:
•Brain processes information at AGL (average grade level)
High Stress Situations:
•Brain processes information at AGL-4 (average grade level
minus 4 grade levels)
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Non-Verbal Communication
• Provide up to 75 percent of message
• Override verbal content
• Are intensely and quickly noticed
• Are interpreted negatively
• Are specific to a culture
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Resource Materials:
Non-Verbal Communication
• P. Ekman, “Telling Lies: Clues to Deception”
• P. Ekman, “Emotions Revealed”
• D. Morris, “Body Talk: A Dictionary of Human
Gestures”
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West Nile
Message
Map
Question: What can people do to protect
themselves from …
Remove Standing
Water
Puddles
Long Sleeves
Use Insect
Repellent
DEET
Text
Text
Text
Text
Text
Text
Text
Text
Text
Flower Pots/Bird Baths
Long Pants
23%
Text
Text
Text
Text
Text
Text
Text
Text
Text
Cup of Water
58
Wear Protective
Clothing
Dusk and Dawn
Medical Research
Text
Text
Text
Text
Text
Text
Text
Text
Text
Haiti, 2001
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West Nile Virus Map:
Question: What can people do to protect
themselves from …?
Key Message
Key Message
“Remove
Standing Water”
“Wear Protective
Clothing”
1.1
1.2
1.3
Puddles
Flower
Pots/Bird
Baths
Cup of Water
2.1
Long Sleeves
2.2
Long Pants
2.3
Dusk and
Dawn
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Copyright Dr. V. Covello, Center for Change/Risk Communication
Key Message
“Use Insect
Repellent”
3.1
DEET
3.2
23%
3.3
Medical
Research
59
HERC v 3.1Copyright, Dr. V Covello, Center for Change/Risk Communication
Tool:
Message Mapping Strategy – 7 Steps
1.
2.
3.
4.
5.
6.
7.
Identify a high concern/risk related issue or scenario
Identify key stakeholders (audiences)
Identify stakeholder questions and concerns
Develop key messages
Develop supporting information
Conduct testing
Plan for delivery
“Most of the concerns and questions of upset or concerned
people can be predicted in advance.”
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The APP Template:
Basic High Concern/Risk Communication
Strategy
• Anticipate
– Scenarios/Stakeholders/Concerns
• Prepare
– Messages/Messengers/Means
• Practice
– Drills/Exercises, Simulations/Rehearsals
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Message
Map
Key Message 1
(9 words on average)
Supporting Message
Key Message 2
(9 words on average)
Supporting Message
Key Message 3
(9 words on average)
Supporting Message
Text
Text
Text
Text
Text
Text
Text
Text
Text
Supporting Message
Supporting Message
Supporting Message
Text
Text
Text
Text
Text
Text
Text
Text
Text
Supporting Message
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Stakeholder: Question or Concern
Supporting Message
Supporting Message
Text
Text
Text
Text
Text
Text
Text
Text
Text
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Template:
27/9/3
• 27 words
• 9 seconds
• 3 messages
* Note: Words processed as
phrases count as only one
word
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NEGATIVE DOMINANCE THEORY
Negative
Dominance
Theory
64
Negative
Dominance
Theory
65
When people are
stressed or upset,
they typically:
• focus much more
on negative
information than on
positive information
===
1n=3p
Copyright, Institute for High Concern Communication
Templates:
Negative Dominance
• 1N=3P Template
• IDK Template
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Loss Aversion Theory
“Thinking Fast and Slow“
67
Negative Dominance
(Loss Aversion) Theory
Negative Information
Positive
Information 1
Positive
Information 3
Positive
Information 2
68
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1 N = 3P Template
69
Case Study:
Walter Reed Hospital (2007)
•
MedCom
Commander, Walter
Reed Hospital
General K. Kiley
70
•
Q: “Do you hold yourself
accountable for the squalid
conditions provided for wounded
soldiers at Walter Reed Hospital”
A: “I’m trying not to say I’m not
accountable.”
•
•
Q: “How could you not have known?
A: “I don’t do barracks
inspections at Walter Reed
Hospital.”
•
•
Q: “Why did you do so little?”
A: “Walter Reed Hospital is not
my only command.”
•
Source: March 6, 2007, Washington Post
Copyright, Institute for High Concern Communication
General K. Kiley, MedCom
Commander, Walter Reed,
Congressional Testimony
Q.: “Do you hold yourself accountable for the
squalid conditions provided for wounded
soldiers at Walter Reed”
A.: “I’m trying not to say I’m not accountable.”
Q.: “How could you not have known?
A.: “I don’t do barracks inspections at Walter Reed.”
Q. “Why did you do so little?”
A. “Walter Reed is not my only command.”
Source: March 6, 2007, Washington Post
71
Template:
1 Negative = 3 Positives (1N = 3P)
• Balance negatives
with three positives
• Avoid absolutes
(“never say never”)
• Negative bias
(non-verbal
communication)
• Avoid repetitions
high visual negatives
72
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Template:
I Don’t Know (IDK)
• Repeat the question (optional)
• Say you don’t know/can’t answer/wish you could
answer
• Give the reason(s) why you don’t know or can’t
answer the question
• Indicate follow up
• Bridge to what you can say about the issue
73
Copyright, Dr. V Covello, Center for Change/Risk Communication
RISK PERCEPTION THEORY
Risk
Perception
Theory
74
Risk Perception
Theory
75
When people are
stressed or upset,
they typically:
• the gap between
perception and
reality becomes
wider
• look for information
about trust, benefits,
and control
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Risk Perception Theory:
Fear/Outrage Factors (short list)
Lower Concern/Fear
Higher Concern/Fear
•Trustworthy sources
•Large benefits
•Under one’s control
•Voluntary
•Fair
•Natural origin
•Children not victims
•Untrustworthy sources
•Few or unclear benefits
•Controlled by others
•Involuntary
•Unfair
•Human origin
•Children as victims
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Templates:
Risk Perception Theory
• TBC Template
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Template:
Trust, Benefits, Control (TBC)
Key Message 1: Trust Message
Key Message 2: Benefits/Fairness Message
Key Message 3: Control Message
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Risk Perception (Fear) Factors
Lower Concern/Fear
Higher Concern/Fear
1. Trustworthy sources
2. Large benefits
3. Under one’s control
1. Untrustworthy sources
2. Few or unclear benefits
3. Controlled by others
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Risk Perception (Fear) Factors
• Trust
– Listening/Caring
– Competence/Expertise
– Honesty/Transparency
• Benefits/Fairness
– Societal
– Community
– Personal
• Control/Voluntariness
–
–
–
–
80
Choice
Voice
Knowledge
Actions/Things for people to do
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SPECIAL
TOPICS
81
Addressing Cultural Diversity
Culture:
Groups who share a common:
– Identity
– Set of beliefs, values, and behaviors
– Definition of boundaries (e.g., what is right and
wrong, proper or improper)
– Definition of how life is to be conducted.
82
HERC v3.1
4A-82
“Iceberg” Model
SEE
THIS
BEHAVIORS
VALUES
CORE BELIEFS
83
HERC v3.1
SEE
LITTLE
OF
THIS
4A-83
Cultural Diversity
Latino/Hispanic Risk Communication Model
•High Religiosity
•High Family Values
•Strong Gender Roles
•Low Level of Trust in Government
84
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Special Topics
• Cultural Diversity
85
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Cultural Diversity
Latino/Hispanic Risk Communication Model
•High Religiosity
•High Family Values
•Strong Gender Roles
•Low Level of Trust in Government
86
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Afghanistan: Values
•
•
•
•
•
87
Hospitality
Saving Face
Honor
Religion
Respect for Elders
Afghanistan: Gestures
• Avoid Using Left Hand
• Do not pass things or touch food with left hand
• Personal space (closer than In West)
• Do not show the bottom of your feet
=====
• Business cards (not widely practiced)
-- Take with right hand, treat with respect
-- Place in table in front of you
88
Special Topics
• Non-verbal Communication
89
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Non-Verbal Communication
• Provide up to 75 percent of message
• Override verbal content
• Are intensely and quickly noticed
• Are interpreted negatively
• Are specific to a culture
90
Copyright, Institute for High Concern Communication
Resource Materials:
Non-Verbal Communication
• P. Ekman, “Telling Lies: Clues to Deception”
• P. Ekman, “Emotions Revealed”
• D. Morris, “Body Talk: A Dictionary of Human
Gestures”
91
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CONCLUSION/
SUMMARY
92
Takeaways
• Three Takeaway Messages
• Three Takeaway Tools
• Three Takeaway Inspirational Quotes
93
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Three Takeaway Messages
High concern
communication
is a
science-based
discipline
94
High concern
situations
change the
rules of
communication
The key to
high concern
communication
success is
anticipation,
preparation,
and practice
Copyright, Institute for High Concern Communication
Three Neuroscience-Based
High Stress/High Risk Communication
Tools
• 27/9/3 Template
(Rules of 3)
• CCO Template
• 1N=3P Template
ht, Institute95for High Concern Communication