1 dr. vincent t. covello director, center for risk communication new york city tel. 1-917-270-5280...

1

Dr. Vincent T. CovelloDirector, Center for Risk CommunicationNew York CityTel. 1-917-270-5280Email: [email protected]

Communication Skills for High Stress/High Risk Situations Master Class

2 HERC v 3.11-2

Communication Skills for High Stress/High Risk Communication:Master Class

Presentation Outline

• Introduction/Overview• Tools and Skills • Resources• Strategies

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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)

Copyright, Institute for High Concern Communication

4

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, 2014http://www.astho.org/Infectious-Disease/HERC v 3.1

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PARIETEL LOBE

FRONTAL LOBE

TEMPORAL LOBE

CEREBELLUM

OCCIPITAL

LOBE

8Copyright, Institute for High Concern Communication

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Parts of the Brain Involved in Fear Response

Amygdala

Hypothalamus

9 HERC v 3.11-9

Topic Outline

• Introduction/Overview• Tools and Skills• Resources• Strategies

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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

•

HERC v 3.11-10

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High Stress/High Risk Communication Goals


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High Impact Communication Skills: Application Areas 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

• Changes in Policies, Mission, Systems, or Strategic Objectives

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

• Changes in Policies, Mission, Systems, or Strategic Objectives

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Three KeyMessages


High concern communicati

on is a science-based

discipline

High concern situations

change the rules of

communication

The key to high concern communication success is anticipation, preparation, and practice

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PARIETEL LOBE

FRONTAL LOBE

TEMPORAL LOBE

CEREBELLUM

OCCIPITAL

LOBE

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Message Preparation: Handout

“Basic Risk Communication/Message Mapping Templates”

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

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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

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PARIETEL LOBE

FRONTAL LOBE

TEMPORAL LOBE

CEREBELLUM

OCCIPITAL

LOBE

18

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

21Copyright, Institute for High Concern Communication

P

Parts of the Brain Involved in Fear Response

Amygdala

Hypothalamus

22Copyright, Dr. V Covello, Center for Change/Risk Communication

23

Open House/Forum/Information Exchange

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Open House Meetings

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THEORIES, TOOLS AND TEMPLATES

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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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Trust Determination Theory

Mental Noise Theory

Negative Dominance Theory

Risk Perception Theory

HIGH CONCERN COMMUNICATION THEORIES

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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– When people are stressed, the gap between perception and

reality widens* Holding constant other variables


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TRUST DETERMINATION THEORY

30 Copyright, Institute for High Concern Communication

Trust Determination

Theory

When people are stressed or upset, they typically: •want to know that you care before they care what you know

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Assessed in first 9–30 seconds

Assessed in first 9–30 seconds

Listening/Caring/

Empathy/Compassion50%

Competence/Expertise 15–20%

Honesty/ Openness

15–20%

AllOther Factors

15–20%

People Want To Know That You Care Before They Care What You Know

People Want To Know That You Care Before They Care What You Know

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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)

• 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


MedComCommander, Walter

Reed HospitalGeneral K. Kiley

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Best Practices


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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)

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Mayor Giuliani, 9/11

“The number of casualties is more than any of us can bear ultimately.”

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• “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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“The number of casualties is more than any of us can bear ultimately.”

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Copyright, Dr. V Covello,Center for High Concern Communication

Listening / Caring / Empathy

50%

15-20%

15-20%

Dedication/ Consistency / Commitment 15-20%

Honesty/Openness/

Transparency

Competency/Expertise

Assessed in first 30 seconds

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MOST CREDIBLE

Credibility Ladders


High Credibility

Medium Credibility

Low CredibilityLEAST CREDIBLE

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MOST CREDIBLE

LEAST CREDIBLE

• Pharmacist

• Professor (medical research)

• Physician/Nurse/PhD

• Health Official

• Friend/Family member

(with personal experience)

• Middle manager

(drug manufacturer)

• Hired expert/consultant

• Company executive

(pharmaceutical)

Credibility Ladder:

Drug Safety/Drug Recalls (US, 2013)


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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

.


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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


Mental Noise Theory

When people are stressed or upset, they typically: •have difficulty, hearing, understanding, and remembering information

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Mental Noise Theory

0

20%

100

Stress and mental noise can reducethe ability to process

information by up to 80%


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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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Puddles

Text

Text

Text

Flower Pots/Bird Baths

Text

Text

Text

Cup of Water

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Question: What can people do to protect themselves from …

Remove Standing Water

Wear Protective Clothing

Use InsectRepellent

West NileMessageMap

Long Sleeves

Long Pants

Dusk and Dawn

DEET

23%

Medical Research

Copyright, Institute for High Concern CommunicationHaiti, 2001

5959Copyright Dr. V. Covello, Center for Change/Risk Communication HERC v 3.1Copyright, Dr. V Covello, Center for Change/Risk Communication

West Nile Virus Map:

Question: What can people do to protect themselves from …?

Key Message“Remove Standing Water”

Key Message“Wear Protective Clothing”

Key Message“Use Insect Repellent”

1.1

1.3

1.2

2.1

2.2

2.3

3.1

3.2

3.3

Puddles Long Sleeves

Cup of Water

Flower Pots/Bird

Baths

Long Pants

Dusk and Dawn

DEET

23%

Medical Research

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Tool:

Message Mapping Strategy – 7 Steps

1. Identify a high concern/risk related issue or scenario2. Identify key stakeholders (audiences) 3. Identify stakeholder questions and concerns4. Develop key messages5. Develop supporting information6. Conduct testing7. 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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Supporting Message

Text

Text

Text

Supporting Message

Text

Text

Text

Supporting Message

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Stakeholder: Question or Concern

Key Message 1(9 words on average)



MessageMap

Supporting Message

Supporting Message

Supporting Message

Supporting Message

Supporting Message

Supporting Message


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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


Negative Dominance

Theory

When people are stressed or upset, they typically: • focus much more on negative information than on positive information

===

1n=3p

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Templates:

Negative Dominance

• 1N=3P Template• IDK Template


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Loss Aversion Theory

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Negative Dominance (Loss Aversion) Theory

Positive Information 1

Negative Information




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1 N = 3P Template

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Case Study:

Walter Reed Hospital (2007)

• 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


MedComCommander, Walter

Reed HospitalGeneral K. Kiley

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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

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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


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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


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RISK PERCEPTION THEORY



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

•Trustworthy sources•Large benefits•Under one’s control•Voluntary•Fair •Natural origin•Children not victims

Higher Concern/Fear

•Untrustworthy sources•Few or unclear benefits•Controlled by others•Involuntary•Unfair•Human origin •Children as victims


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Templates:


• 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

1. Trustworthy sources

2. Large benefits

3. Under one’s control

Higher Concern/Fear

1. Untrustworthy sources

2. Few or unclear benefits

3. Controlled by others


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• Trust– Listening/Caring– Competence/Expertise– Honesty/Transparency

• Benefits/Fairness – Societal– Community– Personal

• Control/Voluntariness– Choice– Voice– Knowledge– Actions/Things for people to do


Risk Perception (Fear) Factors

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SPECIALTOPICS

82 4A-82HERC v3.1

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.

83 4A-83HERC v3.1

“Iceberg” Model

BEHAVIORS

VALUES

CORE BELIEFS

SEE THIS

SEELITTLE OF THIS

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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


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Special Topics

• Cultural Diversity


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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


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Afghanistan: Values

• Hospitality• Saving Face• Honor • Religion• Respect for Elders

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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

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Special Topics

• Non-verbal Communication


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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


91

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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CONCLUSION/SUMMARY

93

Takeaways

• Three Takeaway Messages• Three Takeaway Tools• Three Takeaway Inspirational Quotes


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Three Takeaway Messages


High concern communicati

on is a science-based

discipline

High concern situations

change the rules of

communication

The key to high concern communication success is anticipation, preparation, and practice

95

Three Neuroscience-Based High Stress/High Risk Communication Tools

• 27/9/3 Template

(Rules of 3)• CCO Template• 1N=3P Template


1 dr. vincent t. covello director, center for risk communication new york city tel. 1-917-270-5280...

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