copyright, dr. v covello, center for critical communication risk / high stress communications dr....

Copyright, Dr. V Covello, Center for Critical Communication

Risk / High Stress Communications

Dr. Vincent T. CovelloDirector

Center for Risk Communication/Co-Director, Consortium for Risk and Crisis

CommunicationsNew York, New York

[email protected]

Risk / High Stress Communications

Dr. Vincent T. CovelloDirector

Center for Risk Communication/Co-Director, Consortium for Risk and Crisis

CommunicationsNew York, New York

[email protected]


“A Science-based Approach for Communicating Effectively in:

• High Concern

• High Stress

• Emotionally Charged, or

• Controversial Situations

“A Science-based Approach for Communicating Effectively in:

• High Concern

• High Stress

• Emotionally Charged, or

• Controversial Situations

Risk/High Stress Communication – Definition

Risk/High Stress Communication – Definition


• Knowledge and Understanding

• Trust and Credibility

• Informed Decisions, Attitudes, Beliefs, and Behaviors

• Knowledge and Understanding

• Trust and Credibility

• Informed Decisions, Attitudes, Beliefs, and Behaviors

Critical/High Stress Communication Goals

Critical/High Stress Communication Goals


Overarching Goal:

To Avoid Communication Regret

Overarching Goal:

To Avoid Communication Regret


• Critical communication is a science-based discipline

• High stress situations change the rules of communication

• The key to communication success is anticipation, preparation, and practice (APP)



• The key to communication success is anticipation, preparation, and practice (APP)

Critical/High Stress Communication: Key Messages

Critical/High Stress Communication: Key Messages




• The key to success is anticipation, preparation, and practice (APP)




Critical Communication: Key Messages



• 8000 Articles in Peer Reviewed Scientific Journals

• 2000 Books• Reviews of the Literature by Major

Scientific Organizations (e.g., National Academy of Sciences)

• 8000 Articles in Peer Reviewed Scientific Journals

• 2000 Books• Reviews of the Literature by Major

Scientific Organizations (e.g., National Academy of Sciences)

Critical/High Stress Communication



• 27/9/3 Template • 95% Strategic Rule

(e.g., “77 Most Frequently Asked Questions in a Disaster”)

• CCO Template



• CCO Template

Critical/High Stress Communication:

Research Findings


Research Findings


Exercise: 27/9/3

If 27/9/3, then:

(1) ….(2) ….(3) ….

Exercise: 27/9/3

If 27/9/3, then:

(1) ….(2) ….(3) ….




Attention SpanAttention Span

BriefBriefT1T1

T2T2

Limits on Attention SpanLimits on Attention Span

StartStart




Brief• Presentations - 10-15 minutes

• Responses to questions - 1-2 minutes

• Sound bites – 27 words/9 seconds/3 messages

Brief• Presentations - 10-15 minutes

• Responses to questions - 1-2 minutes

• Sound bites – 27 words/9 seconds/3 messages




• CCO Template



• CCO Template


Research Findings


Research Findings


Exercise: 95% Strategic Rule

If “95% strategic rule”, then:

(1) ….(2) ….(3) ….

Exercise: 95% Strategic Rule

If “95% strategic rule”, then:

(1) ….(2) ….(3) ….




• 27/9/3 Template • 95% Strategic Rule (e.g., “77 Most

Frequently Asked Questions in a Disaster”)

• CCO Template

• 27/9/3 Template • 95% Strategic Rule (e.g., “77 Most

Frequently Asked Questions in a Disaster”)

• CCO Template


Research Findings


Research Findings


CCO Template CCO Template

• Compassion

• Conviction

• Optimism

• Compassion

• Conviction

• Optimism


Trust Determination Factors: Low ConcernTrust Determination

Factors: Low Concern

Competence/Expertise

All Other FactorsCompetence/

Expertise:

80-85%

All Others

15-20%


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

you care before they care what you know.

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

you care before they care what you know.

Trust Model: Will Rodgers Quote

Trust Model: Will Rodgers Quote


ShiftShift

• Competence to Caring• Competence to Caring


Assessed in first 9-30 seconds

Assessed in first 9-30 seconds

Listening/Caring/

Empathy50%

Competence/Expertise 15-20%

Honesty/ Openness

15-20%

AllOther Factors

15-20%

Trust Factors in High Stress Situations

Trust Factors in High Stress Situations


Exercise: CCO

If “CCO”, then:

(1) ….(2) ….(3) ….

Exercise: CCO

If “CCO”, then:

(1) ….(2) ….(3) ….




1N = 3P Template1N = 3P Template


1N=3P Template1N=3P Template

1N = 3P (Negative Dominance)• In high stress situations, one

negative equals a minimum of three positives.

1N = 3P (Negative Dominance)• In high stress situations, one

negative equals a minimum of three positives.


Exercise: 1N=3P

If “1N=3P”, then:

(1) ….(2) ….(3) ….

Exercise: 1N=3P

If “1N=3P”, then:

(1) ….(2) ….(3) ….




1N=3P (Negative Dominance)

1N=3P (Negative Dominance)

• Avoid absolutes • (e.g., never, always)

• Avoid Unnecessary negatives • (e.g., no, not, never, nothing, none)

• 7 Part “Bad News” Template

• Avoid absolutes • (e.g., never, always)

• Avoid Unnecessary negatives • (e.g., no, not, never, nothing, none)

• 7 Part “Bad News” Template


Bad News (1N = 3P) Template

Bad News (1N = 3P) Template

1. Positive (e.g., listening, caring, empathy, compassion)

2. State Negative

3. P (1)

1. Positive (e.g., listening, caring, empathy, compassion)

2. State Negative

3. P (1)

4. P (2)

5. P (3)

6. P (4)

7. Follow up

4. P (2)

5. P (3)

6. P (4)

7. Follow up


• Primacy/Recency• AGL-4• Rule of 3


High Stress Communication: Templates





High Concern Communication:Templates

High Concern Communication:Templates


Primacy/Recency

Shift From: linear (e.g., 1, 2, 3…)To: first/last (e.g., 1, 3, 2)

(primacy/recency)

Primacy/Recency

Shift From: linear (e.g., 1, 2, 3…)To: first/last (e.g., 1, 3, 2)

(primacy/recency)




Exercise: Primacy/Recency

If “primacy/recency”, then:

(1) ….(2) ….(3) ….

Exercise: Primacy/Recency

If “primacy/recency”, then:

(1) ….(2) ….(3) ….




AGL-4(Average grade level minus four)

High Stress Shift From: AGLTo: AGL-4

AGL-4(Average grade level minus four)

High Stress Shift From: AGLTo: AGL-4




Exercise: AGL-4

If “AGL-4, then:

(1) ….(2) ….(3) ….

Exercise: AGL-4

If “AGL-4, then:

(1) ….(2) ….(3) ….






High Concern Communication: Templates

High Concern Communication: Templates


Rule of 3

High Stress Shift From: 7 or more message pointsTo: 3 message points

Rule of 3

High Stress Shift From: 7 or more message pointsTo: 3 message points




Exercise: Rule of 3

If “rule of 3”, then:

(1) ….(2) ….(3) ….

Exercise: Rule of 3

If “rule of 3”, then:

(1) ….(2) ….(3) ….

Critical/High Stress Critical/High Stress CommunicationCommunication

Critical/High Stress Critical/High Stress CommunicationCommunication


Rule of 3Rule of 3

• Everything in Threes– Three Key Messages

– Key Message Repeated Three Times (e.g., Triple T Model)

– Each Message Supported by Three Supporting Messages

• Everything in Threes– Three Key Messages

– Key Message Repeated Three Times (e.g., Triple T Model)

– Each Message Supported by Three Supporting Messages


Concern/ Question

Key Message 1

Key Message 2

Key Message 3

SF1

SF2

SF3

SF1

SF2

SF3

SF1

SF2

SF3

Concern/ Question

Key Message 1

Key Message 2

Key Message 3

SF1

SF2

SF3

SF1

SF2

SF3

SF1

SF2

SF3

Message MapMessage Map


Key Word Message Map 1Message Map

Stakeholder:Question/Concern

Key Message 1

I came

Key Message 2

I saw

Key Message 3

I conquered

Keywords:Supporting

Fact 1.1

Longjourney

Keywords:Supporting

Fact 1.3

Arrived safely

Keywords:Supporting

Fact 1.2

Heavy

Losses

Keywords:Supporting

Fact 2.1

Large armies

Keywords:Supporting

Fact 2.2

Well armed

Keywords:Supporting

Fact 2.3Well

positioned

Keywords:Supporting

Fact 3.1

Engage

Keywords:Supporting

Fact 3.2

Fought bravely

Keywords:Supporting

Fact 3 Defeated enemy

The journey was long and hard.

The enemy armies were

large.

We arrived safely.

We suffered heavy losses.

They were well armed.

They were well

positioned.

We engaged them

immediately.

Our men fought

bravely.

The enemy was (totally)

defeated.


Key Word Message Map 1West Nile

Virus Map

Key Message“Remove Standing Water”

Key Message“Wear Protective Clothing”

Key Message“Use Insect Repellent

Support-ing Fact

1.1

Support-ing Fact

1.3

Support-ing Fact

1.2

Support-ing

Fact 2.1

Support-ing Fact

2.2

Support-ing Fact

2.3

Support-ing Fact

3.1

Support-ing Fact

3.2

:

Support-ing Fact

3.3

Unattended swimming pool/old tires

Long Sleeves

Cat/Dog Dishes

Flower Pots/Bird

Bath

Long Pants

Dusk and Dawn

DEET

23%

No Substitutes


Exercise: Rule of 3 and Primacy/Recency

If “rule of 3” and “primacy/recency,” then:

(1) ….(2) ….(3) ….

Exercise: Rule of 3 and Primacy/Recency

If “rule of 3” and “primacy/recency,” then:

(1) ….(2) ….(3) ….




Message Enhancements

• Visuals• Stories• Citations to Credible Third Parties






VisualsVisuals

• High quality visuals can increase message attention, understanding, and retention by over 50%.– Visuals include:

• Graphics (e.g., charts and drawings)• Analogies• Examples• Photographs

• High quality visuals can increase message attention, understanding, and retention by over 50%.– Visuals include:

• Graphics (e.g., charts and drawings)• Analogies• Examples• Photographs


Credibility LadderCredibility Ladder

Most Credible

Least Credible

Most Credible

Least Credible

High Credibility

Medium Credibility

Low Credibility

High Credibility

Medium Credibility

Low Credibility


ShiftShift

• From– One credible source

• To:– 3 plus credible sources

• From– One credible source

• To:– 3 plus credible sources


Credibility TransferenceCredibility Transference

“A lower credible source takes on the credibility of the highest credible source that agrees with its position on an issue.”

“A lower credible source takes on the credibility of the highest credible source that agrees with its position on an issue.”


Credibility ReversalCredibility 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.”

“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.”


Credibility Ladder: Environment

Credibility Ladder: Environment

Most Credible

Least Credible

Most Credible

Least Credible

Respected local citizensNon-management employeesEducatorsHealthcare workersMediaActivist groupsIndustry officialsGovernment officialsPaid consultants

Respected local citizensNon-management employeesEducatorsHealthcare workersMediaActivist groupsIndustry officialsGovernment officialsPaid consultants


92%

51%

29%

0%

100%

Supervisor Top Executive Union Rep

Preferred SourcesPreferred Sources

Source: Julie Foehrenbach and Karn Rosenberg, “How are We Doing?” Journal of Communication Management, vol.. 12, no. 1, 1983, pp. 3-11


IDK TemplateIDK Template


I.D.K. (I Don’t Know) Template

I.D.K. (I Don’t Know) Template

• Repeat the question

• Say you don’t know, or:– Can’t answer– Wish you could

answer

• Repeat the question

• Say you don’t know, or:– Can’t answer– Wish you could

answer

• Give the reason(s) why you don’t know or can’t answer

• Indicate follow-up with a deadline

• Bridge to what you can say, such as core messages

• Give the reason(s) why you don’t know or can’t answer

• Indicate follow-up with a deadline

• Bridge to what you can say, such as core messages




• 27/9/3• CCO• 1N=3P • Primacy/

Recency

• 27/9/3• CCO• 1N=3P • Primacy/

Recency

• AGL-4• Rule of 3 • IDK

• AGL-4• Rule of 3 • IDK


Special Case TemplatesSpecial Case Templates

• Guarantee Template

• False Allegation Template

• Worst Case Template





Guarantee TemplateGuarantee Template

• “Can you guarantee….?”• Pointers/Tips:

– Treat the question as a question about the future

– Bridge from “the future” to the “present”– Provide information about what you can

guarantee: e.g., known facts, processes, procedures, efforts, actions, commitments.

• “Can you guarantee….?”• Pointers/Tips:

– Treat the question as a question about the future

– Bridge from “the future” to the “present”– Provide information about what you can

guarantee: e.g., known facts, processes, procedures, efforts, actions, commitments.


Guarantee Template: Pointers and Traps

Guarantee Template: Pointers and Traps

• Avoid saying:– “There are no guarantees”– You can “guarantee” an outcome or

result– “No comment”

• Avoid saying:– “There are no guarantees”– You can “guarantee” an outcome or

result– “No comment”


Guarantee Template: Guarantee Template:

• Main Point– Bridge to known facts, processes,

procedures, efforts, actions, or commitments.

• Main Point– Bridge to known facts, processes,

procedures, efforts, actions, or commitments.


Guarantee TemplateGuarantee Template

• “What I can guarantee is. . .”

• “What I can assure you is. . .”

• “What I can tell you is. . .”

• “What I can guarantee is. . .”

• “What I can assure you is. . .”

• “What I can tell you is. . .”


False Allegation TemplateFalse Allegation Template

“Repetition of a negative (e.g. a false allegation, charge, criticism, or accusation) - even to refute it – often reinforces and reaffirms the negative.”

“Repetition of a negative (e.g. a false allegation, charge, criticism, or accusation) - even to refute it – often reinforces and reaffirms the negative.”


False Allegation TemplateFalse Allegation Template

Main Points:

• Don’t repeat the allegation

• Do use the opposite of the false allegation, accusation, criticism, or negative in your response

Main Points:

• Don’t repeat the allegation

• Do use the opposite of the false allegation, accusation, criticism, or negative in your response


False AllegationsFalse Allegations

Allegation• Liar

• Baby killer

• Negligent

• Criminal

• Con Artist

• Incompetent

Allegation• Liar

• Baby killer

• Negligent

• Criminal

• Con Artist

• Incompetent

Opposite• …

• …

• …

Opposite• …

• …

• …


Worst Case TemplateWorst Case Template

Main Point: • Bridge from what if to what is.

Main Point: • Bridge from what if to what is.


Special TopicsSpecial Topics

• Non-Verbal Communication

• Risk Perceptions

• Bridging



• Bridging


Non-Verbal CommunicationNon-Verbal Communication

• Shift in Message Attention– From: Verbal Communication

– To: Non-verbal communication

• Shift in Message Attention– From: Verbal Communication

– To: Non-verbal communication



• People judge the messenger before they judge the message

• People judge the messenger primarily in terms of trust

• Trust is judged primarily through actions, body language, and verbal communication.

• People judge the messenger before they judge the message

• People judge the messenger primarily in terms of trust

• Trust is judged primarily through actions, body language, and verbal communication.



• 75% Rule

• Negative Dominance Rule

• Cultural Meaning Rule

• 75% Rule

• Negative Dominance Rule

• Cultural Meaning Rule



• Eyes

• Hands

• Posture

• Eyes

• Hands

• Posture

Dress, appearance, voice, etc.

Dress, appearance, voice, etc.





• Bridging



• Bridging


Critical Communications: High Concern (HC) ShiftsCritical Communications: High Concern (HC) Shifts

Risk Perception: • Shift from facts (data, studies) to

perceptions

Risk Perception: • Shift from facts (data, studies) to

perceptions


Perceptions of Risk: Concern/Outrage Factors


1. Trustworthy sources

2. Substantial benefits

3. Controllable

4. Voluntary

5. Fair/Equitable

1. Trustworthy sources

2. Substantial benefits

3. Controllable

4. Voluntary

5. Fair/Equitable

6. Natural origin

7. Familiar

8. Not dreaded

9. Certainty

10.Children not victims

6. Natural origin

7. Familiar

8. Not dreaded

9. Certainty

10.Children not victims

Lower ConcernLower Concern




1. Untrustworthy sources

2. Few benefits3. Uncontrollable4. Involuntary5. Unfair/

inequitable

1. Untrustworthy sources

2. Few benefits3. Uncontrollable4. Involuntary5. Unfair/

inequitable

6. Human origin7. Unfamiliar/exotic8. Dreaded9. Uncertainty10.Children as

victims

6. Human origin7. Unfamiliar/exotic8. Dreaded9. Uncertainty10.Children as

victims

Higher ConcernHigher Concern


Perceptions of RiskOutrage Factors

Perceptions of RiskOutrage Factors

Lower Perceived Critical

11.Not memorable12.Moral / ethical13.Clear non-verbal

signals14.Responsive15.Random / scattered16.Low media coverage17.Victims as statistics18.Immediate effects19.Effects reversible20.Understood science

Lower Perceived Critical

11.Not memorable12.Moral / ethical13.Clear non-verbal

signals14.Responsive15.Random / scattered16.Low media coverage17.Victims as statistics18.Immediate effects19.Effects reversible20.Understood science

Higher Perceived Critical

MemorableImmoral / unethicalMixed non-verbal signalsNon-responsiveCatastrophicHigh media coverageVictims as peopleDelayed effectsEffects irreversibleMisunderstood science

Higher Perceived Critical

MemorableImmoral / unethicalMixed non-verbal signalsNon-responsiveCatastrophicHigh media coverageVictims as peopleDelayed effectsEffects irreversibleMisunderstood science


Perceptions of CriticalPerceptions of Critical

• Factor– Trust– Benefit– Control

• Factor– Trust– Benefit– Control

• Weight– 2000– 1000– 1000

• Weight– 2000– 1000– 1000

Weighting FactorsWeighting Factors


Trust/Benefits/ControlTrust/Benefits/Control• Trust

• Caring• Competence• Honesty

• Benefits of Recommendations or Proposed Actions

• Societal• Community• Personal

• Control• Choice• Voice• Knowledge (e.g. things for

people to do)

• Trust• Caring• Competence• Honesty

• Benefits of Recommendations or Proposed Actions

• Societal• Community• Personal

• Control• Choice• Voice• Knowledge (e.g. things for

people to do)





• Bridging



• Bridging


Bridging StatementsBridging Statements

• Example Statements1. The most important thing for people to

know is. . .

2. What this all boils down to is. . .

3. What needs to be emphasized is. . .

• Example Statements1. The most important thing for people to

know is. . .

2. What this all boils down to is. . .

3. What needs to be emphasized is. . .


Critical Communication Strategy

Critical Communication Strategy

• APP Model1. Anticipate

2. Prepare

3. Practice

• APP Model1. Anticipate

2. Prepare

3. Practice


APP ModelAPP Model

• Anticipate1. High stress issues and topics

2. Stakeholders

3. Questions and concerns

• Anticipate1. High stress issues and topics

2. Stakeholders

3. Questions and concerns


APP ModelAPP Model

• Prepare1. Messages

2. Messengers

3. Means

• Prepare1. Messages

2. Messengers

3. Means


MeansMeans

• Controlling for other variables, the larger the audience, the more diverse the audience, the less effective the high stress communication.

• Controlling for other variables, the larger the audience, the more diverse the audience, the less effective the high stress communication.


Fear of Public SpeakingFear of Public Speaking

• Icebreakers• Presentation skills• Anonymous

suggestion box• Small workgroups• Information

exchanges

• Icebreakers• Presentation skills• Anonymous

suggestion box• Small workgroups• Information

exchanges

• Humor(?)• Opportunities

afterwards for follow-up questions/ discussion

• Humor(?)• Opportunities

afterwards for follow-up questions/ discussion

copyright, dr. v covello, center for critical communication risk / high stress communications dr....

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