Crisis Communications Handbook - Msb.se - … · 2009-12-03 · Crisis Communications Handbook...
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Crisis Communications Handbook Författarnamn SEMA’s Educational Series 2008:3 Crisis Communications Handbook Summary and translation of the Swedish ”Handbok i kriskommunikation” SEMA’s Educational Series 2008:3
Transcript of Crisis Communications Handbook - Msb.se - … · 2009-12-03 · Crisis Communications Handbook...
Crisis Comm
un
ications H
andbook
Författarnam
nSEM
A’s Education
al Series 2008:3
Swedish Emergency Managment Agency
P.O. Box 599SE-101 31 StockholmSweden
Tel +46 8 593 710 00Fax +46 8 593 710 01
www.krisberedskapsmyndigheten.se
ISBN 978-91–85797–11–0ISSN 1652-3539
Crisis Communications Handbook Summary and translation of the Swedish ”Handbok i kriskommunikation”
SEMA’s Educational Series 2008:3
Crisis Communications Handbook
Title: Crisis Communications Handbook Published by: Swedish Emergency Management Agency (SEMA) Production: Jupiter Reklam AB Illustrator: Kari Modén No of copies: 1000
ISSN: 1652-3539 ISBN: 978-91-85797-11-0 SEMA’s reference number: 667/2008 Print: NRS Tryckeri, Huskvarna, February, 2008
The publication can be downloaded from the Swedish Emergency Management Agency’s website www.krisberedskapsmyndigheten.se
Contents Introduction 6
Foreword 7
Whatisacrisis? 9
Whatarecrisiscommunications? 9
Thetruthlieswiththereceiver 10
Mediashapethepictureofthecrisis 11
Whocontrolsthepicture? 12
Howtousethishandbook 13
Whoisouraudience? 13
Development and learning 14
Organizingcrisiscommunicationstraining
andexercises 17
Researchandstudies 22
The Fundamentals of Crisis Communications 24
Whatarecrisiscommunications? 25
Whycrisiscommunications? 26
Thecrisis,crisisresponseandpictureofthecrisis 28
Credibility 28
Transparency 28
Accessibility 30
Expertise 30
Understanding 31
3
Communication and cooperation 32
Cooperation 33
Thecontentsofcommunication 36
Organization 37
Communications officer 37
Channel responsibilities 38
Centre for victims/families 38
Internal information 38
Liaison officers 38
Horizon scanning and analysis 39
Documentation 39
Observer 39
Media relations 40
Mediarelations 41
Interviews 47
Mediatips 48
Pressreleases 50
Pressconference 51
Difficultquestions 54
Communicating with people in a crisis 56
Preface 57
Coordinatingcommunicationefforts 57
Expertise 58
Manydifferentneeds-goalsandtargetgroups 58
Reachingvictims-yourmessage 60
Differentchannels 63
ExperiencesofRSOS 73
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kolumntitel
Introduction
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introduction
Foreword
Theartofcommunicationisdifficult.Andcommunicatinginthemidstofacrisisisevenmoredifficult thaneverydayinteraction.
Theintermediariesaremany,andtheriskofrumours andmisunderstandingsisgreat.
Butdoesacrisishavetobelikethis?
Withtherightsystemsandprocedures,yourorganizationcankeepatightgriponcommunications.But onlyiftherightexpertise,proceduresandrolesare inplacebeforetheevent.
Thishandbookwillhelpyouchartyourcourse.The materialisprimarilyintendedforcommunicators andpublicinformationofficers,butshouldnot stopthere.Communicationisanintegralpartof anyorganization,andmanagersandemergency managementcoordinatorswillalsofindthisinformationuseful.Ifcommunicatorsfindsomeofthis materialtoosimple,wehopeyouwillunderstand thereasonswhy.
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introduction
Thishandbookwillhelpyouplan,implement,monitor andevaluateyourcrisiscommunicationsplan.It beginswithachapterongeneralknowledge,and endswithanexperiencebankoflessonslearned frompreviouscrises.
Communicationrequirescoordination,cooperation andagreatdealofinternalcommunication.My adviceistoinvolveasmanypeopleaspossiblein yourcrisiscommunicationsplans.Whenresponsibilitieshavebeendelegated,thetaskscanbecarried outinsmallergroups.Andproceduresandmethods shouldnotonlybedocumented.Practise,practise andevenmorepractisewillensurethateveryone involvedcanfunctionunderstress.
HelenaLindberg DirectorGeneral SwedishEmergencyManagementAgency
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introduction
What is a crisis? Acrisiscanoccuronseverallevels.Ourdefinitionofacrisisis...
…aneventthataffectsthelivesofmany peopleandlargepartsofsociety.
Acrisiscanbetriggeredbyfloods,powercuts,gasleaks,breakdowns orradioactivefallout.Itcanalsobecausedbyplannedattackslike terrorism,sabotage,boycottsorhacking.
Acrisisistypicallyfast-paced,involvesmanyactorsand requiresdecisionsmadeunderhighstressanduncertainty. Mediaplayasignificantrole,becausetheyshapeand conveythepictureofacrisis.
What are crisis communications? Ourdefinitionofcrisiscommunicationsis…
…theinformationthatisexchangedbyand betweenpublicauthorities,organizations,the media,affectedindividualsandgroupsbefore, duringandafteracrisis.
Acrisishasthreedimensions,andallofthemaffectcrisis communications:
•theactualcrisisevent
•howpublicauthoritiesandorganizationsrespondtothecrisis
•thepictureofthecrisis
Allactorsinvolvedinacrisisarealsodecision-makers.Yourorganizationshouldfindoutwhatdecision-makerscanthink,feelanddo aboutdifferenteventsandsituations.
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introduction
The truth lies with the receiver
Duringacrisis,decision-makersandcommunicatorswillactupon theirownpictureofthecrisis.Thisisprobablythemostcommon reasonwhycrisiscommunicationsgowrong.
Opportunitiesforbuildingdialogueandconfidencewilldiminishifyourpictureofthecrisis isdifferenttoeveryoneelse’s.
Regardlessofwhetherthereceiver’spictureofthecrisisisrightor wrong,thisiswherecommunicationhastostart.Thetruthlieswith thereceiver.Whenleadersandcommunicatorsaddresspublicconcerns, questionsandanxiety,thepublicwilllisten.Informationmustbe basedonwhatthepublicwantstoknow,notwhatauthoritieswant tosay.
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introduction
Media shape the picture of the crisis
Thepublic’spictureofacrisisislargelyshapedbythemedia.Theneed forinformationinacrisisishuge,andmassmediaarenearlyalways firstandhavethegreatestimpact.Afalsepicturewillbedifficultto adjustlater.
Thisiswhycommunicationwiththemediahastoworkfromthestart, andinformationfrompublicauthoritiesshouldbeascorrectand completeaspossible.
Respondingtothecrisisandthepictureofthe crisisshouldgohandinhand.
RoadaccidentinvolvingatankertruckandabusonCrete,summer2006.Photo:KariKohvakka.
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Who controls the picture?
Withthecorrectfactsandfigures,dailypapers,radioandtelevision areapowerfulresourceforbothauthoritiesandthepublic.
Experiencefromnationalandinternationalcrisesshowsthateffective communicationrequiresextensive(andperceptive)preparation. Employeesmayneedtraining.Communicationresourcesmustbe adequate,andcommunicationnetworksmustbeinplacebeforea crisis.
Tocontrolthepicture,anorganizationmustcommunicateacareful, comprehensibleandcohesivepictureofthesituation.Thisbuildsconfidenceandcreatesopportunitiesfor“settingtheagenda”.Another vitalcomponentismentalpreparedness,whichisdevelopedbefore thecrisisthroughcrisiscommunicationstraining.
TheÖstnyttteam-JaelSöderlundandLindaSandin,interviewJanBejrumoutsidePolice HeadquartersinVisby.Photo:KarlMelander.
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introduction
How to use this handbook
Crisiscommunicationswillonlyfunctionifyourorganizationhasa professionalcommunicationsunitbeforethecrisisoccurs.Thishandbookwillhelpyoudevelopthe“everydayexpertise”thatisneeded.
Usethishandbooktoplanyourcommunicationspoliciesandprocedures, trainemployeesorsimplytoinspire.Learnhowtohandleyourcommunicationsbefore,duringandafteracrisis.
Youmayhaveaccomplishedagreatdealalready,butmayalsohave questionstodevelopanddiscuss.
Attheendofthebooktherearechecklists,referencestoothersources, spacetojotdownyourideas,to-dolistsandcontacts.Theenclosed CDhastemplatestomakeyourjobeasier.
TheSwedishEmergencyManagementAgencywillsendyouregular updatesandinformationdependingonyourrole.Pleaseinformus ifyouchangeyourjoboryouraddresssothatwecankeepyour handbookuptodate.Andpleasedon’thesitatetotellushowwe candevelopandimprovethecontents.
Wehopethishandbookgivesyouthesupportyouneedforyourcrisis responseplanning!
Who is our audience? Wehavesimplifiedsomeoftheconceptsinthishandbook.By”public authorities”and”organizations”wemeanallpublicadministration, includingcountyadministrativeboards,countycouncilsandmunicipalities.Thetitlesof”communicator”and”publicinformationofficer” areinnowayfixedorcloselydefined,ascommunicationsprofessionals canholdanynumberoftitles.
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development and learning
Development and learning Effective crisis communicationscanlargelybedevelopedbeforeacrisis. Onemethodistoacquireknowledgeandtraining.Asacommunicator youmaybeaskedtoorganiseprofessionaldevelopment,ormight decidetotakethestepsyourself.Thistrainingcouldtakethreedifferent forms.
1) Mobilise the whole organization Raiseawarenessacrossthewholeorganizationofthe needforcrisiscommunications.Stresstheimportanceof beinginvolvedincommunicationissues,regardlessofjob position.Compilebestpracticesanddisseminatethem.
2) Train key people Educateandtrainkeypeopleincrisiscommunicationswork. Ifspecificgroupsintheorganizationarenotcommunicators buthaveregularcontactwiththemedia,arrangespecial trainingforthem.Thisusuallyrelatestomanagers,butthe mediamayalsobeinterestedinotherpeople.
3) Prepare the communicators Showcommunicatorshowtomastertheircommunication tools.CommunicationtodayrequiresgoodITskills,and communicatorsmustbeabletohandletheirequipment effectivelyincrisissituations. CommunicationchannelsincludeSMSandMMSmessages, videotechnology,webpublications,internetsearchengines andemail.Arrangeregularreviewsandupdatesforper- sonnel.Thiswillalsoprovideopportunitiesforgettingto knoweachother.
Themilitary,rescueservicesandpolicetookpartinarescueexercise atKarholmen,Torslanda,withachemicalterrorismtheme.LillianBaxter hasbeeninfectedbychemicalweaponsandisdecontaminatedby rescuepersonnel.Photo:BjörnLarssonRosvall. 15
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development and learning
Organizing crisis communications training and exercises
Iftheorganizationimplementsemergencymanagementandchainof commandexercises,theseshouldideallyincorporatecommunication issues.Contactthepersonresponsiblefortheexercisesinyour organizationanddiscusshowthiscantakeformandwhatresources areneeded.
Youcanalsoarrangecritical incident exerciseswithemployeesandthe peopleresponsibleforemergencymanagementtotraincommunication channelsandinformationflows.
Practiseandtrainthecrisis communicationschainofcommand regularly,notonlycommunicators.Don’tforgettotestthedifferent channelsofcommunication:betweenpublicauthorities,betweenpublic authoritiesandthepublic,betweenpublicauthoritiesandthemedia.
Exercises
Exercisesrequirepriorplanning,organizationandimagination. Emergencymanagersmustbepreparedforacrisis,andanticipate bothexistingcommunicationneedsandtheneedsthatmayarise. Goodcooperationisalsorequiredbecauseanorganizationthatsends conflictingmessageswillbeaccountabletoboththemediaandthe public.
Media
Boththemediaandthepubliccantakepartinexercises.Thiswillmake thechallengesmorerealisticandincreasepressureontheparticipants. Role-playingjournalistscouldusedifferentmethodstoreportonthe participantsandotherroleplayers-victims,relativesandthegeneral public.
AfireatthenewfiretrainingcentreinLöddeköpinge.Nooneknowshow thefirestarted,buttherewasnotrainingthatdayaccordingtofirebrigade personnel.Anelectricalfaultmaybethecause.Photo:PatrickPersson.
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development and learning
Eitherrealfreelancejournalistsorpeoplewithjournalisticexperience canplaythemedia.Anotheroptionwouldbetousejournalism students.
Journalismcollegesandsecondaryschoolsareoftenwillingtotake partinexercises.Roleplayingmassmediarepresentativescantake partinmockinterviews,pressconferences,pressmeetings,etc.
Thereisoftenaneed–andadesire-totrainkeypeopleduringthe exercise.Butmediatrainingisnotusuallyappropriateinthissetting. Interviewtechniquesandcameraworkshouldbetrainedwithother expertsandconsultantsinanenvironmentthatenablesmorepersonal feedbackandtraining.
The public
Trainingcommunicationwiththegeneralpublicshouldbeasrealistic aspossible.
Anumberofpeoplecouldbeengagedtomonitortheinformation presentedbyrole-playingmassmediaandtheinformationcommunicatedbyparticipants,viawebsitesforexample.Ifpossible,the ”public”canalsobeinterviewedbythemedia.
The”public”couldthenbeaskedtoreacttoinformationfrompublic authoritiesandthemediaduringtheexercise,andcontactpublic authoritieswithquestionsabouttheevents.Theycanrole-playvictims, anxiousrelatives,personneloranyotherindividualsaffectedbythe eventsthattakeplace.Theycanalsoprovideeyewitnessaccountsor otherimportantinformation.
Nopreviousknowledgeisrequiredtoplaythepublic.Iftheorganization doesnotuseitsownemployees-oremployeesfromtheothergroups takingpart-students,pensionersanddramastudentscouldbeasked tovolunteer.
Methods and channels
Dependingontheobjectivesoftheexerciseandthescenario,therole playingmediaandpubliccanusedifferentchannelsduring(andeven before)theexercise.Thiscouldbeatechnicalsystemthatneedstobe tested,ordifferentformsofcooperationandnetworks.
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development and learning
Adisasterresponseexercise“Havsörn”(SeaEagle)atForsmarkNuclearPowerPlant.Police OfficerBennyBengtssongivesinstructionstoUlfHenricssonandHeadoftheSwedishPolice NationalCriminalInvestigation,LarsNylén.Photo:RolfHamilton.
Web newspaper
Informationiscommunicatedtoparticipantsviaawebnewspaperthat wouldactuallybepublishedduringarealcrisis.Journalistsareneeded toworkonthewebnewspaper,andthenewspapershouldbeeasily accessibletoparticipants.Thejournalistscouldinterviewparticipants bytelephone.
Mock press conferences
Mockpressconferencescanbearrangedtoincreasepressureon participants.Thepurposeistoplanmeetingswithlargenumbersof journalistsatthesametimeandpresentcoordinatedinformation. Mediaandjournalismstudentscouldrole-playjournalistsatthese pressconferences.Alternatively,freelancejournalistscouldbehired. Pressconferencesandmediaactivitiesshouldbecoordinatedbythe exercisecommandteam.Iflargenumbersofpeopleareinvolvedin theexercise,roomsandtimesshouldbereservedwellinadvance, andallpracticaldetailssurroundingthemockpressconferencesand
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development and learning
cooperationmeetingsshouldbehandled.Reportsfromeachpress conferencearesenttotheliaisonpersonintheexercisecommand teamtoenablerapidreconciliationandofferadvicetorole-playing journalistsifnecessary.
Radio/Television
Radiostationsandtelevisionchannelssometimestakepartinexercises totraintheirownemergencymanagementprocedures.
Radiostationsandtelevisionchannelscanbecontactedandinvited totakepartintheexercise.Experiencedreporterscanbringtheirown technicalequipmentandberesponsiblefornewsreportingduringthe exercise.
Ateamofrole-playingtelevisionreporterscanmonitorofficialsinthe organizationsthattakepartintheexercise.Thetelevisionteamcan alsocovermockpressconferences.Televisionandradiofeatures(interviewsandeditedpressconferences)shouldbesenttoparticipants overtheinternetduringtheexercise.
TheEmergencyManagementUnitinRegionVästraGötalandheldapressmeetingtopresent theresultsoftheirresponsesofartothetsunamidisasterinAsia.Theliaisoncentreisopen 24hoursperdayduringemergencies.Photo:BjörnLarssonRosvall.
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development and learning
Training Trytofindoutwhatyourorganizationneeds,whatyouneedtoworkon andwhoneedstraining.Youcanthenorganize4-houror2-daytraining courseswithdifferentfeatures,suchas:
•Seminarorlecturewiththeorganization’semergencymanager, whounderstandsthesignificanceofcommunicationduringcrises.
•Seminarorlecturewiththeorganization’scommunicationsofficer orsimilarwhohascrisisexperience,preferablyfromarecent examplethateveryoneknowsabout.Invitingsomeonefrom anotherorganizationwouldprovideanewdimension,butusing someonefromyourorganizationwouldalsowork.Amajorevent thateveryoneknowsaboutbuthasnotstudied”fromtheinside” wouldbesuitable.
•Arrangepracticalmediatrainingcourses-interviewtrainingwith cameras-formanagersandotherrepresentatives.Somepeople areafraidofbeinginterviewedontelevision,whichcouldbethe reasonwhymanagersandotherleadersdon’twanttospeakto media.Youprobablyknowwhotheyare.Setaside4hoursorone dayformediatraining.Mediaconsultantscantrainindividualsor groups,althoughpeoplewhoarenervousmightprefertopractise infrontofsomeonetheydonotknowratherthanacolleague.
•Exercisesinhorizonscanningduringmajorevents–eventsthatdo notaffectyourorganization,butcanprovidegoodpractice.
•SEMAalsoarrangestrainingcoursesincrisiscommunicationsat differentlevels.
Contactwww.krisberedskapsmyndigheten.se
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Research and Studies
Studyhowothersorganizationscommunicateinacrisisandhow youwouldlikeyourownorganizationtocommunicate(ornotcom-municate!).TheSwedishEmergencyManagementAgency(SEMA)has conductedseveralstudiesintocrisiscommunicationsduringdifferent typesofevents.
Thedemandforinformationduringcrisesisalwaysacute.Researchis carriedoutaspartofmedia/communicationandjournalismstudies. SEMAsponsorsstudiesonhowsocietycommunicatesduringcrises, bothinSwedenandinternationally.
Researchshowsthat60to80percentofcrisiscommunications workinvolvesinformation.Thisiswhystudiesandresearchareso important.Investigatingandestablishingthebackgroundtoacrisis, andhowmunicipalities,countycouncils,publicauthoritiesand organizationsrespondisimportant.Apictureoranideacancome torepresentacrisis,whilethehugeflowofinformationthatforms thebackboneisoftenovershadowedbymoredramaticevents.SEMA commissionsresearchersatmajoruniversitiestostudydifferenttypes ofcrises.Thesestudiesincludeanalysingmediacoverage,evaluating publicconfidenceinthegovernmentandpoliticalleadersthrough opinionpolls,orexaminingtheinternalandexternalcommunication ofvariousactorsduringcoordinatedcampaignsbypublicauthorities.
Mediaareoftenaccusedofrunninginpacksduringacrisisandnot challengingtheprevailingclimateofopinion.Thisiswhyastudy ofmediacoverageduringthetsunamidisaster,forexample,isso important.ThestudyshowshowmajorSwedishmediacompanies didinfactmaintaintheirownfocusandworkmethodsintheir crisiscoverage.Theaimisthatpublicauthoritiescanseehowmedia portrayacrisisfrompreviousevents.Thereareobvioussimilaritiesin howtheseeventsarecovered,butthegeneralaimisthatmunicipalities,countycouncilsandgovernmentagenciescanlearnfromthis coverage.
Studiesthatfocusprimarilyoninvestigatinganeventcanlater providedataforresearch.Thisapproachhasprogressivelybeen transformedintoamethodologyforcrisiscommunications.Study
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andresearchformthebasisofcrisiscommunications,andprovidea platformforthemethodologyandtrainingcoursesproducedbySEMA.
Crisesareoftenaggravatedbyinadequateinformationorconflicting messagesfromactors.Thisaffectspublicconfidenceandundermines opportunitiesforpublicauthoritiestoconveytheirmessage.
Communicationhasplayedavitalroleinemergencymanagement duringseveralcrisesinSweden.TheseincludetheEstoniaferry disaster,thetsunamidisaster,theGothenburgdiscofire,theGudrun stormandavianinfluenza.
Ineachoftheseexamples,theresponsiblepeopleareputtothe testandtheircredibilityisfundamental.Similarly,aneffectiveand crediblecrisiscommunicationsmethodologyisbasedonstudiesand researchinthefield.
InformationwarfareposesanewandsignificantthreattoSweden.TheSwedishDefence WargamingCentreisalreadytrainingforthenewITwar.Ourformerenemy,Igor,ispictured. Photo:FredrikFunck.
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THE FUNDAMENTALS OF CRISIS COMMUNICATIONS
The Fundamentals of Crisis Communications
What are crisis communications
“Theinformationthatisexchangedbyand betweenpublicauthorities,organizations,the media,affectedindividualsandgroupsbefore, duringandafteracrisis.”
Effectivecommunicationduringacrisisrequiresagoodabilitytocommunicatebefore,duringandafterthecrisis.
Communicationbetweenthepublic,themediaandpublicauthorities isultimatelybasedonconfidenceindemocracy.Communicationhas toflowbetweenthesethreegroupsinbothdirections.Effectivecrisis communicationsalsoincludesthecapacitytoidentifydifferenttarget groupsandadaptcommunication.Intherelationshipbetweenthe publicandpublicauthorities,publicauthoritieshavetounderstandthe valueofcommunicatingwiththepublicinacrisis,beabletogather anduseinformationfromthepublic,andprovideinformation.Ifauthoritiesdonotwanttogiveorreceiveinformation,iftheyappearclosed ratherthanopen,publicconfidencewillplummetandcommunication willbedifficult.Ifpublicauthoritiesareperceivedasinaccessible,the publicwillfeellessinclinedtoofferanyinformationthatsupports theircrisisresponse.
Crisiscommunicationsbyandbetweenpublicauthoritiesrequires coordinationandcooperationbetweenauthorities,organizations andbusinesses,butalsotheabilitytoinformandseekinformation.
SmashedshopwindowafterReclaimtheStreetvandalism. ErikaMalmgrenfromGinaTricotbehindthebrokenwindow. Photo:LarsEpstein.
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THE FUNDAMENTALS OF CRISIS COMMUNICATIONS
Effectiveinternalcrisiscommunicationsalsorequireperception:the abilitytomakeassessments,tounderstandthepresentsituation,to explainandconveyinformation,topredictfutureneeds,toanticipate whowillbeaffectedandbeabletoinformthem.Aboveall,effective crisiscommunicationsrelyontheabilitytogatherandanalyseinformation,andcommunicatedecisionsandmeasures.
Oneimportantconditionforeffectivecommunicationbypublicauthoritiesisknowinghowthemediaworkbefore,duringandaftera crisis.Understandingtheroleofthemedia,theworkingconditionsof individualjournalists,andtheroleofthemediaduringcrises.
Rapidtechnologicaldevelopmentshaveincreasedopportunitiesfor individualstocommunicatedirectlywiththemediaandspreadtheir ownmessages.Thereisariskthatpublicauthoritiesseehowthis phenomenonbenefitsthemediawhileaffectingthemnegatively. Publicauthoritiesshouldaccountforthistrendintheiremergency managementplansandtakestepstoinfluenceandutilizethesituation, withthepublicasthetargetgroupandcrisiscommunicationsastheir means.Publicauthoritiesshouldalsodeveloptheirknowledgeofhow thepublicreacts,howtocommunicatebeforeandduringacrisis,and howpeopleincrisiscommunicate-especiallywiththemedia-in realtime.
Why crisis communications?
Communicationaffectsthedevelopmentofeventsandshapesthecrisis response.Crisiscommunicationsmustthereforebeconsideredan integralpartofemergencymanagement;acorefunction.Thepublic expectpublicauthoritiestocommunicatebefore,duringandaftera crisisandinadequatecommunicationhasalwaysaggravatedcrises andledtolackofconfidenceinpublicauthoritiesanddemocratic processes.Trainingandexercisescanimprovethiscapacity,butthe responsibleactorsmustindividuallydecide-dependingonthetype ofcrisis,theirorganizationandresources-howtheiroperativecrisis communicationswillbeorganisedandrun.
DemonstratorsatMedborgarplatsenin Stockholm.Photo:StefanSöderström.
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THE FUNDAMENTALS OF CRISIS COMMUNICATIONS
Crisisresponseandcrisiscommunicationsarenotexactsciences.The factorsthatdeterminesuccessareoftenintuition,personalknowledgeandexperience,flexibilityandimaginationandanabilityto combineallofthesefactorswithestablishedprinciplesandlessons. SEMA’sgoalisthereforetobeaknowledgecentre,ameetingpoint wherecrisiscommunicationsexperienceandlessonsarecollected, analysed,validatedandthentransformedintoknowledge,methods andtraining.Eachindividualisthenresponsibleforintegratingthis knowledgeintothecrisisresponsestrategiesoftheirownorganizationbasedontheconditionsoftheirorganizationandthenatureof thecrisis.
The crisis, crisis response and picture of the crisis
Anyonewhorespondstoacrisismustunderstandhowpeoplebase theirviewsofthecrisisandtheresponseonthepicturetheyreceive ofthecrisis.Thispicturecancomefromdifferentdirections,dependingonthestageofthecrisis,andthemediaareoftenimportant conveyersforthosewhoarenotdirectlyinvolved.Crisisprofessionals shouldunderstandthatpeople’sviewsofacrisisareimportant,no matterhowfartheyarefromthetruth.People’spictureofthecrisis willinfluencetheirviews,andtheirconfidenceinsocialinstitutions andyourorganization.
Credibility
Byalwaysstrivingtobeopen,honestandcompetent,yourorganizationwillmaintainahighlevelofcredibilityatalltimes.An organizationwithgenuinecredibilityismorelikelytosucceedinits effortstocommunicateandconveymessages.
Thebiggestjob–layingthegroundworkforcredibility–takesplace beforethecrisisoccurs.
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THE FUNDAMENTALS OF CRISIS COMMUNICATIONS
Credibilityisbasedonstablerelations,andcreatinggoodrelations withthemedia,yourpartnersandthegeneralpublicwillhelpyou developeffectivecrisiscommunications.Thisappliesforbothcommunicationprofessionalsandmanagers.Theserelationswillalsosay howotherpeopleseeyourorganization.
Transparency
Themostimportant-anddifficult-conceptwhenrespondingtoa crisisis“transparency”.Thepublic’swillingnesstotrustandfollow anauthority’sinstructionsduringacrisisisbasedonthatauthority’s credibility.Aclosedorganizationgeneratessuspicionsofbadmanagement,incompetence,etc.Butthisisacomplexarea,becausethe wholepicturedoesnotusuallyemergeuntilmuchlater.Information canbeunreliableduringtheearlystages,andauthoritiesdonotwant tosounduncertainorunknowing.
RescueworkersexamineaplasticcontainerafteraprobablegasemissionontheFinlandferry CinderellaatStadsgårdskajeninStockholmonSunday,May21,2006.Photo:KristerLarsson.
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Transparencyappliestowardsthemedia,thepublicandother authorities.Transparencyisaprerequisiteforeffectivecooperation betweenactorsinacrisis.
Youmustalsobeclearandopenevenwhenyoucannotexplainorsay why.Explainingthatsecrecyisbasedonconsiderationsforprivacy isoftenrespected,ifnotbythemediaatleastbythepublic.The principleofpublicaccesstoofficialrecordsappliesinacrisis.The AdministrativeProcedureActontheobligationsofadministrative authoritiestowardsthegeneralpublicalsoapplies.
Accessibility
Creatingsystemsfordialoguepromotesaccessibility-forboththe publicandmedia.Theseencompassexpertise,technology,systems, relationsandprocedures.Anauthority’schannelsmustbeinplace beforeacrisis:technology,website,telephonenumbersandprocedures formaintainingcontactwiththemediaandhandlingthequestions theyask.
Employeesmustbeopenandaccustomedtohandlingthemedia.This appliesspecificallyforcommunicatorsbutalsoforotheremployees.The managementshouldalsoconsiderdialogueasanintegralpartoftheir role-evenindifficultsituations.
Expertise
Expertiseprovidesabasisforcredibility–ahard-workingorganization, anorganizationalculturethatvaluesexpertise,andmediarelations characterisedbyprofessionalismandrespectforindividualjournalists. Thisappliesformanagers,communicatorsandanyotherrepresentatives oftheorganization.
Transparencyalsomeansthatyoucanadmitandexplainwhysome informationcannotbedivulged,whichisanothersignofexpertise -astrategicchoicebasedonknowledgeandexperience.
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THE FUNDAMENTALS OF CRISIS COMMUNICATIONS
Understanding
Organizationsandindividualemployeesthatshowunderstanding willinfluencehowthepublicperceivesacrisisandthepeoplewho respond.Effectivecrisisresponseisbasedonunderstandingand sympathyforthevictims.
Youmaynototherwiseknowwhatmeasuresareneeded.Oneimportant pointtoremember-nomatterwhattypeoforganizationyourepresent –isthatlivesandhealtharealwaysmoreimportantthanmaterial damageorlossofproperty.
Understandingpeoplewhowantordemandinformationisalso important,evenwhenyoucannotgivethemtheinformationthey require.Shouldeveryonebetreatedequally-orcanyouunderstand whysomepeoplefeelbadlytreated?Theseissuesmayalsoarisewhen workingwithothercrisisresponseactorsorinmediarelations.
Themurderof5-year-oldSabinainArvikaon11September,2003.AdrawingforSabina. Photo:TorbjörnAndersson.
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COMMUNICATION AND COOPERATION
Communication and cooperation
Cooperation
Acrisismeansthatmanydifferentauthoritiesandorganizationswill havetoworktogethertosolvethesituation.Thesameappliesfor communication.Thisispositive,ofcourse,andaprerequisitefor buildingpublicconfidenceinanorganization’scapacitytohandlethe crisis,butthiscouldalsobeamatteroflifeanddeathifthesituation concernsmedicaladviceorinstructionsforhandlingtoxicsubstances. Conflictinginformationfromorganizationsinthiscontextisunacceptable.Andalsothereasonwhycooperationaroundsendingcommon messagesisprioritisedincrisisresponsetoday.
Aneffectivemethodistodevelopeverydaycooperationbeforea crisis.Createnetworkswithothercommunicatorsandemergency managersinsimilarpublicauthoritiesandorganizations.“Similar” inthiscontextmeansorganizationsthataregeographicallyand professionallysimilar.Inacrisis,itiseasiertoworkwithpeopleyou know,oratleasthavemetbefore.
Effectivecrisiscommunicationsalsomeansthinkingbroadly-anticipatingwhowillbeaffectedbythecrisisandinformingthem.Ifseveral peoplefromacommandorganization,fromdifferentorganizations,are goingtotakepartinapressconference,theyshouldmeetbeforehand topreparethemselves.
Rapidlyestablishingtextmessagecontactoremailgroups,or communicationinanyotherway,shouldbesecondnatureforcommunicationsofficers.Aswellasanticipatingtheconsequencesof variousdecisionsforotheractorsandknowingwhentocontactthem. Messagesthatareintendedtocreateareactionoracertaintypeof behaviouraremuchmorepowerfulwhentheyaresentbyseveral actorsinthesameway.
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COMMUNICATION AND COOPERATION
Anotherimportantelementofcooperationiscommunicationbetween publicauthoritiesandthegeneralpublic,andothertargetgroupsinthe crisisresponsesystem.
Someexamples:
•Groupswithspecialneeds
•Familymembers
•Employeesandtheirfamilies
•Volunteers
•Employers
•Internationalcontacts
Nomatterwhatgroupsareinvolved,channelsmustberapidlyestablishedformaintainingcontact.Trytousethechannelsthatalready exist.Yourorganization’sapproachshouldbethateventhoughthese groupsmayneedsupport,theycanalsocontributetotheresponse. ”Targetgroups”canbeavaluableresource.
Acrackintheearthcausedthecollapseofeighthouseson PåskvägeninVagnhärad.Photo:PressensBild.
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COMMUNICATION AND COOPERATION
The contents of communication
Whatdoesthepublicwanttoknow?Whatcanthepublictellyou?
Whoisyouraudience?Themediaisameansforreachingthepublic, butthepublicisnotananonymousmass.Theyarevictims,families, witnesses,volunteers,perpetrators,politicians,employees.Formulate amessagethatservesyourpurpose.Whatreactions,protective measures,transportationorevacuationsdoyouwanttoachieve?Or doyouwanttoinstilseriousness,stabilityorreassurance?
Whenyouprepareyourinformationplan,workoutamessagebasedon thethreemostimportantquestionsthatyouwillhavetoanswer.For example:Whatareyou,yourdepartmentororganization,doingrightnow? Whataretheissues,andhowdoyouintendtoaddressthem?Theseare thequestionsthatjournalistswillask,andtheinformationthatpeople willhavearighttoknow.Saywhatyouthinkismostimportantfirst.This isvitalinalivebroadcast.Donotworryaboutrepeatingyourself.
Trytounderstandyourtargetgroupsandtheirneedforinformation. Peoplewanttoknowhowtheyshouldthinkandactrightnow.What aretheconsequencesformeandmyfamily?HowcanIfindoutmore? Questionswillariselateronaboutwhathappenedandwhy,about whoisresponsibleandwhethercompensationordamagesaredue.
Thinkabouttheformulationofyourmessage.Speaktoyourcolleagues andagreeonkeywordsandphrases.Expressingyourselfclearlyisvital inacrisis,withnoriskofmisinterpretation.Writeyourideasdownon paperandsticktothem!Especiallyfordifficultquestions.Themedia canpickupexpressionsusedbypublicfigures.Whatwordsshouldwe usetodescribevariouspeople,groupsorevents?
Knowingthattheworkgrouphasagreedonhowandwhatinformation willbecommunicatedwillhelpyourespondtojournalists’questions. Thisappliesforallcontactwithjournalists,writingandsendingpress releases,whoanswerswhatquestionsandhow,visitsandguidedtours, howtheseareplannedandwhowillrepresentyourorganization.
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Youshouldalsothinkabouttheinformationthattargetgroupscan provideinthiscontext.Howshouldyouformulateyourmessageand howshouldyouconveyit?Doyouwantskilldescriptionsforthe individualswhohaveofferedtohelpyoufindtherightpeople?Ordo youneeddescriptionsofmissingpeopletohelpintheidentification ofvictims?Doyouneedtipsfromthegeneralpublicaboutsuspected perpetrators?Yourorganizationmustbeabletolisten.Whatcanthe publictellyou?Whatdoesthepublicwanttoknow?
Howyourorganizationactsindifferentcommunicationsituationswill affectthepublic’sconfidenceandtheirwillingnesstohelp.
Organization
Awarenessandknowledgebeforeacrisiswillhelpyoumobiliseyour crisiscommunicationsteamduringacrisis.Crisisresponseactorsmust understandthesignificanceofcommunicationduringacrisis.They mustbeabletoidentifycommunicationneedswhenacrisisisathand andbuildupacommunicationsteam,likeanyotherfacetofcrisis response.Everymunicipality,countyadministrativeboard,county councilandgovernmentagencyshouldhaveatleastonefull-time, professionalcommunicatorwhoworkswiththeseissuesintheorganization.Thecommunicatorshouldbetrustedbythecrisisresponse team,preferablybeamemberoftheteamandalsotakeanactivepart inregionalcommunicationnetworks.Thepersonwhoisresponsible forcommunicationshouldalsobeauthorizedtoreinforcethecommunicationsunitwithotherdesignatedandspeciallytrainedpeople. Allofthisshouldbeimplementedduringtheplanningstagewhenthe organizationdrawsupandvalidatesacrisiscommunicationsplanthat outlinesmandates,authoritiesandtasks.
Communications officer
Thepersonresponsibleforcommunicationsshouldpreferablybepart ofthecrisisresponseteam.Thispersonshouldhavesomeformof mandatesuchasconveningpersonnel,makingdecisionsaboutinformationthatispublishedonthewebandstaffingdifferentunitsinthe organization.Theroleshouldalsoinvolvesupervisoryresponsibilities forcommunicationspersonnel,suchasdisseminatingtasks,schedules,
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workinghours,etc.Duringacrisis,acommunicationsunitoftenworks likeanewsroom,andonepersonshouldbeassignedtocoordinatethe effort.Personnelissuesarealsoimportant.Someonehastoensurethat personnelgetfood,restandifnecessary,crisissupport.
Channel responsibilities
Notwocrisesarealikeandallcommunicationhastobeadaptedtothe crisisathand.Someofthemostcommonchannelsarethewebsite, email,telephone,mediaormeetings.Butallcrisesdemandflexibility andimaginationandyouwillprobablydiscoveranduseotherchannels. Someonemustalwaysbeavailabletohandlethemostcommonformats. Istherealwayssomeoneatworkwhocanpublishinformationonthe website?Aretherealwayspersonnelwhocanstafftheswitchboardor informationcentre?
Centre for victims/families
Mediaattentionandtheneedforinformationatcrisescentresis usuallyintense.Thispressurehastobehandledsothatvictimscan receivethesupportandinformationtheyneed,andsothatmedia personnelwhoarriveonthesitereceivetheinformationtheyneed. Atthesametime,peopleinshockrequirespecialconsideration.Set upaprivateandsecludedplacewherevictimsandtheirfamiliescan meet.Specificpersonnelshouldbeassignedtohandlethemediaso thatvictimscanavoidanyunwantedattention.
Internal information
Peoplewithaccesstoregularlyupdatedinformationcaninformothers. Rememberthatpersonnelnotworkingdirectlywiththecrisiswillalso wantandneedinformation.
Liaison officers
Thecommunicationsmanager-andstrategist–shouldnothave todealwithtoomanydetailed,practicaltasks.Thiscreatesaneed forliaisonofficersfromdifferentunitsandacommunications headquarters.
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Horizon scanning and analysis
Inthiseraofmediaandfastflowinginformation,activehorizon scanningisalsoneededduringacrisistoidentifyanyneworchanging risks.Amisleadingrumourmayemergefromacrediblesource,ora debatemayfocusonacompletelynewangle.Internationalmediaare oftenoverlookedinhorizonscanningeventhoughtheyareaprimary sourceofinformationformanypeople.Horizonscanningshouldhelp acommunicatoranticipatedifferentissues,analyse,proposemeasures andpresentthemtothecrisisresponseteam.
Documentation
Gooddocumentationisimportantfrombothalegalperspectiveandto keeptrackofwhathasbeensaid.Fromacommunicationperspective, knowingwhathasbeensaidandwhatanswershavebeengiven duringpressconferencesisimportant.
Observer
Anindependentobservercanconductanevaluationandreviewof yourunit.A”non-operative”resourcecanalsobevaluableduringa crisis,someonenotdirectlyinvolvedinthecrisiswhocanofferadvice andassistance.Thispersoncouldalsogivefeedbackandhelpevaluate theprocessaftertheevent.
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media relations
Media relations Newsmediaarethemostimportantandfastestmeansofreaching peopleincrisis.Andusuallythefastestwaytoreachpersonnel. Servicingthemediaisthereforeanimportantpartofthecommunicationsprocess.
Oneoftheweakestlinksincrisisresponseoftenappearswithinthe firstfewhours.Havingthewronginformation,perceptionorapproach intheearlystagescandeterminehowthesituationishandled.The abilitytorespondquicklyisvital–tointerprettheseriousnessand scopeofthecrisis.Thisisalwaysdifficultbecauseinformationduring theinitialstagesisunreliable.Butmobilisationcanbepreparedin advancebyestablishingclearwarningsystems,warningroutesand contacts.
Iftheorganizationhassomeformofafter-hoursmediaorcommunicationsunit,thefirstindicationsofacrisismayappearhere.Themanagementmightalsodecidetomobilisethemediaunitfirst,toseehow thesituationdevelops.Thischapterdealswiththefactorsthataffect amediaunitduringacrisis.
KonstantinTitovmeetsthepressafterthesuspensionofhis governorshipwasdeclaredinvalidbytheSupremeCourt. Photo:AlexeiMaishev.
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A new media landscape
Themedialandscapehaschangeddramaticallyoverthepasttenyears. Newsandmediaarenowmoreaccessibleandweconsumethemdifferently.Wecanread”eveningpapers”ontheinternetandwatchthe morningnewsontelevision.Freenewspapersarehandedoutonthe streetsandwecanreadthemorningpaperatwork.Breakingnews alertsaresentdirecttoourmobilephones.
Butmoreinformationviaonlinenewspapers,freenewspapersand televisionleadstogreatercompetitionandpressure.Thequestionis whethergreaterspeed,varietyandpressurehaveaffectedquality? Theanswerisnotcategoricallynegative.Pressureincreasestherisk forblunders,errorsandmiscalculations,butopportunitiesforthe publictoaccessimportantinformationhavedramaticallyimproved.
TommySuharto’sdefencelawyerischasedbyphotographersafterhisclientfailedtoappear incourttohearhisjudgement.October2,2000inJakarta.Photo:EdwardWray.
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Fast information to the media
Pressureonauthoritiesanddecision-makershasincreased,aswellas theneedforfastandaccurateinformation.Thetimeframeforauthoritiestoinformthepublicandconfrontthemediahasdecreased. Opportunitiesforpublicservantstolieandcheathavealsodecreased.
Inacrisis,mediaeffortswill initially focus on establishing what has happened.Timeisshort,andanyonewithsomethingtosaywill attractmediaattention.Themediaworkshardtofindeyewitnesses. Telephonenumbersaresetupfornewstips,andreaders/watchers/ listenerscancall,emailorsendtheirphotosandvideosofbreaking news.Themediahasaccesstoanynumberof”roamingreporters” wherevereventsunfold.Apublicauthoritycannolongerwithhold informationuntilthewholepictureemerges.The“wholepicture”will notberevealeduntilmuchlaterandbythattimeotherswillhave toldtheirstory.Apublicauthoritycanonlybenefitfromsayingwhat itknows,whatitintendstodo,andannouncewhereandwhenthe nextupdatewillbeavailable.
Thenextphasewillfocusonin-depth information.Journalistsproduce backgroundmaterial,facts,graphics,statistics,pictures,andcompare othersimilarevents.
Thefinalphaseisoftenrememberedlongestbyauthorities:the evaluation phase.Effortstofindoutwhatreallyhappened,whyit happenedandnotleast,whoisaccountable.Thisisanormalprocess inallcrisesandanimportanttaskforthemedia.Thepublicisalso interestedinthisinformation,bothvictimsandothers.Thepeople whoareresponsiblewillneveravoidthisphase,buttheoutcome willdependonhowcommunicationwashandledduringthefirsttwo phases.Iftransparencyandwillingnesstocommunicatehaveledthe way,evenduringthelesssuccessfulpartsofthecrisis,theevaluation phasewillbeeasierandtheneedforscapegoatswillbelessacute.
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Identify information sites
Knowinghowmediaworkisvital.Inacrisis,youshouldappointa meetingplaceforjournalistsandconsidertheneedforhavingcommunicatorsonsite.Travellingtothesceneofanaccidentisrelatively easy,buttheremaybeothersituations.Thisshouldbeaccounted for,andpreferablybeforeitcausescommunicationproblems.Other locationscouldbeterminals,waitingrooms,meetingplaces,head officesoranyotherplacewhererelativesorvictimscangather.You shouldbepreparedforyourroleasanofficialrepresentativeandto providetheinformationthatpeoplewantandneed.
Anofficialrepresentativeshouldalsobepresentwhenjournalistsmeet inordertoanswertheirquestions.Thispersonshouldhavedirect contactwiththecrisisresponseteamandbeabletogiveup-to-date information.
GermanForeignMinisterFrank-WalterSteinmeiermeetsthe pressafterGermany’sdecisiontosendtroopstoLebanon onaUNpeacekeepingmission.August18,2006inBerlin. Photo:GeroBreloer.
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Interviews
Contactwiththemediausuallytakesplacebytelephone–either personalinterviews,providinginformationorrespondingtorequests forinterviewswithotherpeopleintheorganization.Thepersonwho handlesmediacontactmustunderstandhisorherrole-spokesperson orpresssecretary.Whicheverrole,thefollowingquestionsshouldbe answeredbeforeeveryinterview:
Why? –Whyshouldweagreetotheinterview?
Who? –Whoshouldspeak,aspokespersonoratopmanager?
What? –Whatshouldwesay,whatwillourmessagebe?
Who? –Whoisourtargetaudience?Whodowewanttoreach? Newspaper?Radio?Television?Livetoair,ortaped? Willotherpeopletakepartintheinterview-victims ortheirfamilies?
Thesituationisobviouslymoreurgentinacrisis,butyoushouldstill requestaround15minutesbeforeagreeingtoaninterview.Thatwill giveyoutimetoconsiderthequestionsaboveand,ifyouarebeing interviewed,toformulateyourkeypoints.
AngelaMerkelduringahastypressconferenceafter shewasoverwhelminglyre-electedaspartyleader. September20,2005inBerlin.Photo:WolfgangKumm.
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” ”
Media tips. Always:
•Takeyourtime
•Thinkbeforeyouanswer
•Staywithinyourfieldofcompetence
•Saythatyoucannot,orarenotpermitted, toansweraquestion
•Sticktothefacts
•Assumethateverythingis“ontherecord”
•Befirm,fairandhonest
Youshouldalsoconsiderwhetheryouoryourorganizationshould infactbeansweringthequestions.Themessagemayneedtobe coordinatedwithothercrisisresponders(see Coordination ).
media relations
Media tips. Never:
•Lie,guessorpresentyourowntheories
•Becomeupsetorangry
•Letthesituationorthereporteraffectyou
•Usejargon
•Discussclassifiedinformation
•Say”Nocomment”
•Speakaboutissuesoutsideyourfieldof competence
Seeeveryinterviewasanopportunitytobecomemoreconfidentand clear,orwhateveryouneedtoimproveupon.Allinterviewsituations willimproverelationswiththejournalistswhocovertheissues handledbyyourorganization.
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Press releases
Thesamequestionscanbeaskedbeforeissuingapressrelease.
1. Whycommunicatethroughapressrelease? Toheighteninterest,orannounceimportantinformation?
Whoshouldthesenderbe? Shouldwesendthereleasetogetherwithourpartnersand formulateajointmessage?
2. Whatisourmessage? Dowewanttoprovokesomekindofactionorresponseandifso,
fromwhom? Whattoneshouldweuse,howseriousisthesituation.
3. Whoshouldwesendthereleaseto? Whatmediaoutlets:local,national,international?
Tradepress,specialtymagazinesorspecificreporters.
ApressreleaseshouldneverbelongerthanoneA4page.Yourorganizationshouldhaveamailinglistwithfaxnumbersandemailaddresses fortherelevantmediaoutlets.Thetextshouldalsobepublishedon theintranetwiththenameandtelephonenumberofthepersonwho isresponsibleforthepressrelease.Thispersonshouldbeaccessibleby mobilephoneforatleast24hoursafterthemessagehasbeenreleased.
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Press conference
Apressconferenceisbothanopportunityandarisk.Thedramaturgy isoftencreatedbythemediathemselves,andcanprovideenough materialforaseparatechapter.
You,yourorganizationandanypartnersmustbeveryclearabout themessageyouwanttodeliverbeforethepressconference.Doyou wanttoannounceimportantinformationorsendaspecificmessage? Doyouwanttospreadcalmorcaution?
Youshouldbeveryclearaboutwhocontributesandwhy,andwho participates.Thepressconferenceshouldbeledbyamoderatoror presssecretarywhowelcomesparticipants,introducesthespeakers, chairsthemeetingandcallsforquestions.Youshouldalsobevery clearaboutwholeadsthespeakers,anddecideswhoanswerscertain questionsifuncertaintiesarise.
AnnaBergerKettner,chairpersonofStockholmTransport(SL)atanextraordinaryboardmeeting todiscusstheresignationofmanagingdirectorGunnarSchönfollowingabusinesstripwithhis wife.May9,2003inStockholm.Photo:JanECarlsson.
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Yourkeymessageshouldbeveryclear.Thecommunicatororprimary spokespersonisusuallyresponsibleforgatheringparticipantsbeforehandanddecidinghowyouwillrespond.He/sheshouldalsoanticipate anydifficultquestionsandsuggesthowtheyshouldbeanswered,and bywhom.
Who to invite?
Youshouldprepareatargetedlistofmediasources;thelocalornational mediaoutletsthatyouandyourorganizationusuallydealwith,and anyspecialorinternationalmediathatmaybeinterested.Formulate apolitepressreleasethatinvites(notorders)themtoattend.Faxor emailisfastestinanurgentsituation.Inanemergency,youcansend materialtotheSwedishCentralNewsAgency(TT)-callthemifnecessary-andtheywillcoordinatetheinformation.
Dress
Participantsshouldalsothinkabouthowtheydressforapressconference.Checksandpin-stripesarenotsuitablebecausethecolours becomedistortedontelevision,butthewayyoudresswillsenda message.Doparticipantswearauniformatwork?Shouldtheywear theiruniformsatthepressconference?Whatimpressiondoyouwant tocreate?Formalorrelaxed?Professionalorfriendly?Seriousorreassuring?Willoperationalorstrategiclevelpersonneltakepart?Youcan alsoinvitearangeofparticipants.Ifyouwanttoshowthatseveral organizationsareworkingtogether,policeandmedicalprofessionals forexample,theycouldallweartheirrespectiveuniforms.
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Planning specifics
Therearemanypracticaldetails.Youshouldplaninadvance,andbe preparedforacrisis.
Whatroomwillyouuse?Itshouldbeeasilyaccessibleandcloseto reception.Thereshouldalsobeadjacentroomsforinterviewsafter thepressconference.
Theroomshouldbeequippedwithgoodlighting,microphones,visual aids,electricaloutlets,broadband(forsimulcasts,etc).Whenyou decidetoholdapressconference,makeachecklistforthepeople whosetuptheroom.
Press conference checklist •Printoutallpressmaterial(descriptionofparticipantsandany othercontactpeoplewithcorrectlyspeltnamesandtitles,and telephonenumbers)
•Namebadgesforparticipants
•Whatdoesthebackgroundlooklike?
•Water,plasticcups
•Notepads,pensonthepodium
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Difficult questions
Informationpresentedbythemediacanreassurethepublicandspread confidence.Butadifficultsituationcanarisewheninformationis sensitiveorconfidential.
Journalistscanresorttomethodsthataredesignedtoweakenyou andyourcolleagues,andmakeyoudisclosesensitivedetails.
Ifyouarepoliteandservice-minded,whichpublicofficialsshould alwaysbe,youwillprobablywanttoanswertheirquestions.Butdon’t fallintothistrap!Say”Wecannotanswerthatquestionatpresent”or somethingsimilar,andexplainwhyyoucannotanswer.
Anothermethodusedbyjournalistsistoaskthesamequestionina varietyofwaysuntiltheygetananswer.Thereisariskthatyouwill givethemtoomuchinformation,justtobepolite.Itisokaytorepeat youranswer,i.e.whateveryouhavedecidedonbeforehand.
Inahigh-pressurepressconferenceenvironment,reportersmay demandinformationbecausetheyhavecometoapressconference. Butpublicauthoritiesmustcommunicateontheirowntermsandnot bowtomediapressure.Theworkgroupandthecommunicatorshould agreeonastrategyforhandlingcommunicationandsticktoit!
Leaksandinappropriatecommentscanoftenbeavoidedifthemanager showsthatheorshehasacommunicationplan.“Leaks”areoften causedbyinexperienceorlackofplanning,proceduresorguidance. Theycanalsobeavoidedbydiscussingcommunicationintheareas thatyouexpectmediatofocuson,andexplainingtopersonnelwhy goodmediarelationsaresoimportant.
Personnelwhodealwithjournalistsshouldseethemasanasset,an opportunitytobroadlydeliverimportantinformation.Inaworst-case scenariowhenlivesareatstake,journalistscanalsobeavaluable resource.
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Thereisalwaysariskthatjournalistswilltrytointerviewpeoplein shock.
Ifyouandyourcolleagueswanttoprotectpeopleinshock,speakto thejournalistsandexplainwhysomepeopleshouldnotbeplacedin frontofaTVcamera.
Tips
• Informjournalistsaboutyourorganization;invitethemtopress meetings,lectures,seminars. •Creategoodeverydaymediarelationswiththemedia–both communicatorsandmanagers.
• Implementdailyhorizonscanning: ”Whatdopeoplethinkaboutusrightnow?”
In a crisis:
•Appointapressofficeranddecideonhis/hermandate,spread his/hernameandphonenumberthroughouttheorganization.
•Themanagementshouldformulateacommunicationpolicy andmaintainregularcontactwiththepressofficer.
•Scheduleinformationmeetingswiththemediaandkeepthem.
•Appointanindependentobserver/horizonscanner.
•Topmanagementmustalsobeavailableforthemedia,atleast onceaday.
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Communicating with people in a crisis
Preface Inthissection,Iwilldescribecommunicationwith individualsandgroupswhoareseverelyaffectedby acrisisevent.Theinformationisbasedoncrisiscommunicationsresearch,myownexperienceandthework carriedoutbytheSwedishCoordinationCouncilfor PeopleAffectedbytheTsunamiDisaster(RSOS).
BirgittaDarrell
Coordinating communication efforts Duringandafteramajorevent,communicationwithvictimsmustbe coordinated.Allcrisesinvolvealargenumberofactors.Coordinating communicationcaninvolveworkingtopromoteeffectivecommunicationbetweenpublicauthorities,familymembersandsurvivorswhile simultaneouslymaintainingclosecontactwithinsurancecompanies, voluntaryorganizationsandreligiousgroups.Therearegoodgrounds foranalysingwhatthiscoordinationimplies.Becauseoftheway Swedishpublicadministrationisorganized,anindividualgovernment agencycannotorderotheragenciestotakemeasuresorcoordinate actionsunlessthisisspecificallyregulatedbylaw.Noindividual authoritycandirecttheactionsofanotherauthoritybecauseofa particularevent.Authoritiescanendeavourtoachievecoordination throughpublicinformationcampaignsorotherefforts,however.
FivethousandpaperlanternsfilltheskyinKhaoLak ataremembranceceremonyfortsunamivictims. Photo:AdreesLatif.
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Anorganizationthatissetupurgentlytoprovidesupportforvictims ofacrisisneedstomakeimportantdecisionsfromthestart.Verifying howthesedecisionsaremadeandwhoisauthorisedtomakethem shouldtakeplaceassoonaspossible.Thisregulatesthedecisionmakingstructureandcreatesclarityforthepeopleworkinginthe organization.
Expertise Anorganizationthatprovidessupporttovictimsandtheirfamiliesand promotescoordinationrequiresavastarrayofexpertise-lawyers,investigatorsandotherexperts.Arelativelylargepartofthisworkwill involvecommunicatingwithauthorities.Asaresult,peopleworking intheorganizationshouldhavein-depthknowledgeofgovernment systemsinordertomeettheneedsofthoseaffected.Themost commontaskisusuallyconveyinginformationbetweenvictimsand theirfamilies,andpublicauthoritiesandotherorganizations.Crisis communicationskillsareimportantbecausetheorganizationmust knowandunderstandhowcommunicationfunctionsbestinacrisis. Somepersonnelshouldalsohavebehaviouralsciencetraining.This expertiseisneededtoprovidebehaviour-basedsupportforvictims andtheirfamilies,andsupportforpersonnel.
Many different needs – goals and target groups Whensupportingvictimsandtheirfamilies,youmustworkproactively. Youhavetobeflexibleandinnovative,andanticipatethescenarios andeventsthatvictimsmayhavetoface.Youhavetobaseyourlong term-plansonacomprehensiveanalysisofthetargetgroup.Acareful analysisofthetargetgroupwillhelpyoudelivertherightmessage andinformationviathemostappropriatechannels.Youmayalso needtoidentifycertainindividualsandgroupsforspecificpurposes.
Assoonastheeventhasbeenidentifiedandanalysed,setrealisticgoals foryourwork.Definebothbehaviouralandcommunicationgoalsat anearlystage.Abehaviouralgoaliswhentargetgroupsorstakeholders
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havetodosomethingthattheywouldnotnormallydo.Thiscouldinvolvecontactingsomeonetoobtaininformation,visitingawebsiteor encouragingvictimstocontacttheorganization.Acommunication goal,whichisobviouslysteeredbybehaviouralgoals,aimstochange receivers’viewsoftheworldbyinfluencingtheirattitudes,knowledge, norms,involvementandintentions.Thiscouldinvolveincreasingtheir willingnesstocontactauthorities,raisingtheirknowledgeofwhereto seekpsychosocialsupport,beingpreparedtoaskforpsychiatrichelp orwhatevertheactualpersonbelievesisimportantorunimportant.
Thegoalsshouldbewrittendownandunderstoodbecausethiswill bemoreeffective,andshowhowevenmorechannelsareavailable forreachingyourobjectives.
StudentsandpolicegatheratBrommaUpperSecondarySchoolaftera16-year-oldwasshot deadattheschool.Photo:AndersGustafsson.
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Reaching victims – your message Formulatingmessagesisadelicatetask–andprobablythemost difficulttaskduringthewholeprocess.Messagesshouldbeadapted tothetargetgroupandthechannelsthatareavailable,andaccount foranyfactorsthatwillpreventthetargetgroupfrominterpreting themessage.Communicatingwithindividualsandgroupsincrisisis difficult.Youmustadaptyourinformationtotheseriousnessoftheir situation,andtheircapacityforreceivingmessages.
Howyouformulateamessagedependsonthepurposeofyourcommunication,i.e.whetheryouwanttopresentnewfacts,orchangeattitudes orbehaviour.Whateveryourpurpose,trytoremembersomekeyfactors:
Simplicity. Keepyourmessagesimple.Avoidtechnical,scientificand bureaucratictermswhereverpossibleandleaveoutanyinformation thatisnotrelevantforthetargetgroup.
Consequence.Actorsoftendisagreeonwhatshouldbecommunicated andwhatindividualsshoulddo.Trytoavoidthisconflictinyour messagebecauseitwillonlycreateconfusion.Clarityshouldbeyour overallgoalwhentryingtoreachpeopleincrisis.
Key point.Makeyourkeypointclear–donotburyyourpointinless importantinformation.Presentyourkeypointfirst.Considerthe peoplewhoarenotcapableofreadingthewholetext.
Tone.Yourtonecanbepositiveornegative.Whateverstyleyouchoosewill determinewhetheryouraudiencefollowsyouradviceandinstructions.
Credibility.Thepersonpresentingthemessagemustbecredible,and themessagemustbeclearandconvincing.
Needs of the target group.Inaworldofinformationoverload,your messagehastoreachyourtargetgroup;theyhavetounderstandits significance.Yourmessageshouldtellreceiverswhattheywantto know,notwhatthesenderwantstosay.
Communicationcannotwaituntilyou“finishthinking”,becausethe targetgroupmightfeeldeceived.Layyourcardsonthetable:say whatyouaredoing,whatconsiderationshavetobemade,andsoon.
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Thetargetgroupwillfeelinvolved.Andbepreparedtochangeyour tacticsifyoudiscoverthatthetargetgroupdoesnottrustthesenderor feelsufficientlyinformed.Horizonscanningandcontactwithvictims willhelpyouidentifytheseproblems.Theimportanceoffeedbackon communicationinitiativescannotbestressedhighlyenough.
Youshouldalsobeawarethatothersenderswillbetryingtoreachthe victims.Toavoidconflictinginformation,analysethesedevelopments andcarefullyreviewtheirsources.Thiswillminimisesuspicionand speculation.Silencebreedsspeculation.Yourmessageshouldbe”We don’t know what is happening but as soon as we do, you’ll be the first to know.”
The“sender”canbethepersonwhoformulatesamessage,orthe personwhodeliversthemessage.Havingtherightsenderisvitalfor bothyourgoalandthetargetgroup.Ifyouchoosethewrongsender foraspecificgroupofpeople,youcouldcreateanegativeeffect,where thevalueliesinnotfollowingthesender’sadviceandinstructions.
Communicatingwiththetargetgroup–reachingthemandinforming therightpeople-iscentral.Ifyoudonothaveaclearpictureofwhothe targetgroupis,communicatingwiththemwillbedifficult.Avaluable experiencefromthetsunamidisasteristhatvictimsandtheirfamilies wouldhavelikedtoseealetterorsomekindofcommunicationfrom someoneinthepublicsectorimmediatelyafterthedisaster.
LawfirmGernandt&DanielssonpaystributetoThomasAnderwhodiedinthetsunamidisaster. Photo:IngvarKarmhed.
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communicating with people in a crisis
Different channels Beforechoosingamediumorchannel,youshouldaskyourselfthe followingquestion:HowcanIreachthetargetgroup?Or:Mymessage isclearandaddressestheneedsofthetargetgroup,butwhyadvertise inthemorningpaperifthetargetgroupwon’tseeit?Differentmedia havedifferentqualities.Communicationtacticsrangefromconventional massmediatopersonalinfluence,andeachhasitsownstrengths andlimitations.
Organizationsshoulduseseveraldifferent,complementarychannels. Examplesareatelephonehelplineservice,website,informationletters, brochures,flyers,seminars,meetingsorads.Yourstartingpointshould becontentthataddressesthepracticalneedsofthetargetgroup.The telephonehelplineserviceandwebsiteareusuallythemostimportant channelsduringtheinitialstage,butnotallofyouraudiencewillbe receptiveduringthisprocess.Noteveryoneinthetargetgroupwillbe capableofsearchingforinformationinthemidstofatrauma.Subgroupsoftheseverely-affectedtargetgroup,suchaspeoplesuffering fromacutepsychologicalstress,maynotbecapableoflookingfor informationbythemselvesorevendefiningthequestionstheyneed toask.
Website
Awebsiteisoneofseveralchannelsforreachingthetargetgroup.The purposeofthewebsiteistoinform,summarise,explainandprovide support-preferablyinrealtime.
Theobjectiveshouldbetoprovidepublicaccesstouptodateand relevantinformation.TherecouldbeapagewithRSSnewsfeeds (headlineslinkedtodailynewspapersandothermedia),linksto othermediaandifnecessary,apagefordisclaimers,correctionsand explanations.
ThepublicgathersoutsideNKdepartmentstoreinStockholm tohonourthememoryofForeignMinisterAnnaLindh. September12,2003.Photo:ClaudioBresciani.
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Examplesofwebsitesectionsinadditiontothehomepagecouldbe: ”Questions and answers”, ”Where to find help”, ”Crisis update”, ”Contact us”, ”About Us”and”News”,plusa”Corrections”subsection whereinaccurateinformationfromthepressandothersourcesisrefuted.Therecouldalsobeasectionfordifferentkindsofinformation letters.
Theobjectivecouldbetoproduceyourowntexts,andreproduceany otherinformationthatisrelevantforthetargetgroup.Thehome pagewillprovidelinkstoothersectionsandfeaturepuffpieceswith breakingnews.
Thecontentonthewebpageforpeopleincrisiscouldhavethe followingcategories:
•Informationfromothergroupsandauthorities(e.g.,theSwedish GovernmentOffices,thePolice,theSwedishNationalTaxBoard,the SwedishRescueServicesAgency,voluntaryorganizationsandthe SwedishChurch)
•Expertadvice
•Factualinformation(thegrievingprocess,custodyandfinancial issues,etc)
•Explanatorytextandgraphics(maps,translations,etc)
•Reportswithtextandphotos
•Contactdetails,andotherinformationabouttheorganization
•News(fromyou,andotherorganizations)
•Searchfunctionforfamilieswhoaretryingtolocateeachother
Aneffectivemethodforadaptingthecontentstothetargetgroupis toalwaysconsidertheirneeds.Theinformationshouldberelevant, current,adaptedandqualityassured.Anothermethodcouldbeto processandadaptinformationfromauthoritiesandotherorganiza-tionsiftheycannotprovidetheirowninformationfastenough.This informationcouldbepublishedinthe”Questionsandanswers”section.Insteadofdescribingtheservicesofferedbyeachorganization, theservicescouldbepresentedaccordingtothespecificneedsof thetargetgroup.Thiswouldincludeidentification,financialsupport, familylawandsoon.
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Victimsdonotalwaysneedtoknowwhatorganizationsareresponsible fordifferentissues.Ifsometopicsarenothandledbyanyspecific organization,produceyourowntexts.Contactexpertswhocananswer thequestionsthatneitheryounoranyotherorganizationcananswer.
Youshouldalsoanalysetheinformationthatthisspecifictargetgroup wantsandneedswhenitvisitsyourwebsiteduringthefirstweeksand months.Thetargetgroupconsistsofpeopleincrisis;theymayhave lostfamilymembersortheirlivelihoodandinsomecasesbephysically injured.Whatquestionsareimportanttoanswerquickly?Whatneeds aremosturgent?Whatdovictimsandtheirfamiliesexpectfromus?Is informationfromothersourcesadequate?
Andfortheyoungestmembersofthetargetgroup,youcouldpublish andreproduceinformationthatisparticularlyrelevanttochildrenand theirfamilies.OneexampleisaQuestionLetterbox,whereexperts answerchildren’squestions.
AwallwithphotosofpeoplewhodiedintheSeptember11attack.TributeVisitorCenterhas beencreatedtoshowglimpsesandfragmentsofthetwotowersandthepeoplewholost theirlivesthere.Photo:SethWenig.
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Work processes and distribution of responsibilities for the website
Thewebmastercouldbetaskedwithselecting,compiling,editingand publishinginformation,sometimestogetherwithotherpageowners, forthetelephonehelplineserviceandtheinformationlettereditor.The webmastercouldalsoproposenewfunctions,assistdeveloperswith testingandfeedback,andoverseenewfunctionsandtechnology.
Eachpageshouldalsohaveanowner.Thiscouldbesomeonewith specialknowledgeinaspecificfieldorwhoisotherwisequalified toknowwhetherthecontentonapageisappropriateandcorrect. Thewebmasterandpageownersshoulddecidetogetherwhatpages arepublished,modifiedordeleted.Thepageownerswillensurethat allcontentontheirpagesiscorrect,currentandinformative.The webmasterwillensurethatthecontentisgrammaticallycorrectand comprehensible.The”manager”shouldbelegallyresponsibleand haveultimatecontroloverthepublishedcontent.
Thebiggestproblemwillbekeepingthepagescurrent.Approvingand modifyingtextsisusuallyeasy:eitherthewebmasterasksthepage ownerstopublishapage(thatthewebmasterhasproduced),orthe pageownersrequestnewtextsorupdates.
Theorganizationshouldsynchroniseallofitscommunicationand measures.Allchannelsshouldpresentthesameinformation,regardlessoftheformat.Andeverymemberofthecrisisresponseorganizationshouldbeawareofanyplannedmeasures.Followingtheevents ofSeptember11inNewYork,allrespondersweregatheredunderone roof.Allpublicauthorities,voluntaryorganizationsandgroupsthat victimsneededtocontactweresituatedinthesamebuilding.This modelcouldbeworthcopying;apractisethatwouldfacilitatevictim supportandimprovecoordinationingeneral.
Adapting the website to the target group
Thewebsiteshouldfocusonvictimsandtheirfamilies.Thetarget groupcanbedividedintosubgroups.Thesubgroupscouldbe:people whowerethereandlostoneormorefamilymembers;peoplewho werethereandwereinjured,butdidnotloseafamilymember; peoplewhowerenotthere,butlostafamilymemberwhohasnot beenidentified,andsoon.Thefirstandprimarytargetgroupshould
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alsobedividedintoadultsandchildren.Asecondtargetgroupisthe generalpublic,inthiscaseSwedeswhowerenottherebutwanttoknow abouttheresponse.Athirdtargetgroupisotherpublicauthorities;a fourthisvoluntaryorganizationsandothersupportgroups;afifthis themedia.
Thefirstgroupisobviouslythemostimportant.Thisgroupisalso special,becausemostofthevictimsandtheirfamilieswillbeweak, fragileandunfocused.Someofthetargetgrouparechildrenwho arealsoinastateofshock.Someofthetargetgrouparepresumably physicallydisabled.Theseconditionsplacegreatdemandsontherole oftheinformationsender,specificallyintermsoflanguage,navigation andcontent.
Other aspects
Thelanguagemustbeextremelyclearandeasytounderstand.Itshould beadaptedtothereceiversandunbureaucratic,withoutcompromising thecontent.Complicatedlegaljargoncanalwaysbeexplainedin plainEnglish.Thelanguagelevelshouldbeadaptedtoolderchildren andmostadults.Experienceshowsthatthisisthemostappropriate levelforpresentinginformationwithoutanylossofmeaning.The websitemustbeeasytonavigate.Informationshouldbeeasytofind anduse.Coordinationbetweenthewebsiteandotherchannelsisalso important.Thewebsiteeditorialteamcouldpresentanddistribute thesameinformationasthetelephonehelplineserviceandaflyerfor example.Thismayprovedifficultinpracticehowever.Procedures shouldbedevelopedforsharingortransferringinformationbetween thewebsiteeditorialteamandthetelephonehelplineservice.Aperson couldthenbeassignedtocheckinformationflowstoandfromthe telephonehelplineserviceandholdregularmeetingswiththepurpose oftransferringthisinformationtothewebsiteeditorialteam.What couldoptimiseawebsitethatofferssupporttopeopleincrisis?
Speed
A website should be set up for people in crisis as soon as possible. Theformatcanbesimpleatfirst.Ideally,apermanentcrisisresponse websiteshouldbesetupwithanaddresssimilartotheSOSnumber, 112.Differentcrisescouldhavedifferentsectionswithuniquedomain addresses.
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Functionality
Thewebsiteshouldprovidetargeted,adaptedandstraightforward informationforvictimsandtheirfamilies.Theinformationshould alwaysbebasedonthevictim’sperspective.Awebsitethatrequires aloginandpassword,likethewebsiteinNewYorkafterSeptember 11,isprobablythemostfunctionalandsupportiveformatforacrisis responsewebsite-especiallyifaliaisonofficercanworkwithindividualfamilies.Amember’spageshouldoffermoredetailedinformationthanpublicpages.Thewebsitecouldalsoprovideaforumand otherinteractiveservicesforvictims,aswellassupportforumsrun byprivatepeopleandotherorganizations.Asaresponsibleauthority, youmustbeproactive.Agoodexamplewouldbeachecklistfor everythingthatavictimmightneedtotakecareofandfindout,and suggestionsforhowproblemscanbesolved.Bringinexpertswhocan answerquestionsfromvictims,thepublicandthemedia.
Transparency
Sayeverythingyouknow.Victimshaveahugeneedfordetailed information.Whetherthepageispublicorprivate,information mustberelevantandclear.Tellthetruth.Avoidingcertainwordsor somedetailscausesmoreconfusionandconcernthanbeingclear andopen.Sayeverythingthatyouknowassoonaspossible.Donot censorinformation.Silence,half-truthsandrewritestendtobackfire andcomplicateanalreadydifficultsituation.Neverlosesightofthe victim’sperspective-donotactlikeanauthority.Actlikeyouwould wantotherstoactifyouwereavictim.
Be yourself
Beyourselfwhenyouspeaktovictims.Andlistentowhattheyhave tosay.Onceagain-neverlosesightofthevictim’sperspective!Be openandclearaboutwhatyouwanttoachieve.
Describeyourgoalsrightfromthestart,thatsupportwillendandthe possibleoutcome.”This is what we can give. This is what we can achieve together!”Repeatyourgoalsuntiltheysinkin.Pumpthe informationoutthroughallchannels.Victimslisten,buttheydonot “receive”likeotherpeople.It’sokaytopush.Toomuchattentionis betterthantoolittle.
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Other information channels
Communicationshouldtakeplaceviaseveralcomplementarychannels. Thewebsite,atelephonehelplineservice,informationlettersand otherprintedmaterial,seminarsandmeetingsformthebasis.
Information letters
Informationlettersaredesignedforpeoplewhowanttoreceiveinformationbymailordonothaveinternetaccess.Aninformationletter couldhavelesstextandmoregraphicsthanthewebsite.Theadvantage isthatpeoplecanreadinformationletterswhentheyhavetime.
Ads
Advertisinginnewspaperswillhelpyoureachlargeandunknown targetgroups.Adscandescribethesupportthatisavailable.Youcan alsosendflyerstoorganizationsthatdealwithtargetgroups,suchas insurancecompaniesandsupportgroupsforfamilies,relativesand friends.
Advertisingcanalsotakeplaceviasupportgroupforumsontheinternet. Onceagain,receiversshouldconstituteyourstartingpoint.Noteveryone inthetargetgroupmaybereceptivetonewinformationontheday youradispublished.
Telephone helpline service
Youcouldsetupatelephonehelplineservicetofacilitatecommunicationbetweenvariousorganizationsandfamiliesorvictims.Thisservice shouldhavetoppriority.Itmustbeabletohandletheexpectedvolume ofcalls,andrespondtoquestionsviaemailorletter.
Theaimoftheservicecouldbetoguideindividualstotherelevant departmentsinpublicandmunicipalauthorities,i.e.areferralfunction.Theservicecouldalsoofferadviceandinformationoninsurance companies,voluntaryorganizationsandreligiousgroups.Theprimary taskwouldbetoprovideinformation,however,andtrytomakelife easierforvictimsandtheirfamilies.
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Aprofessionalhelplineservicerequiresthemobilisationofasolid knowledgebaseatshortnotice.Youshouldstudyalloftherelevant organizations’websitesandcompileanyinformationthatmaybeuseful.Thematerialcanthenbedividedintodifferenttopics.Youcould engageofficialexpertsorcontactpeopletomaketheknowledgebase ascomprehensiveandrelevantaspossible.Witheachnewquestion, theknowledgebasewillgrow.Telephonehelplinepersonnelshould undergo”training”thatfocusesoninformationthatcouldberelevant forvictimsandtheirfamiliesduringtheinitialstage.The”training” shouldalsoincludecrisiscommunications,credibilityandhowto handledifficultcalls.
Supportandguidancemustbeeasytoaccess.Duringperiodswhen helplinepersonnelarenotavailable,callsshouldbedivertedtoa receptioncentrewherecallerscanleavetheircontactdetailsandbe contactedlater.Otherpointstoconsiderarethesuitabilityofpersonnelforthetelephonehelplineservice,andthatanypersonnelwho receivelargenumbersofdifficultorcomplicatedcallsmayalsoneed support.
Media relations
Respondingtotheneedsofthemediabyproducinguptodate informationandansweringtheirquestionswillpromotegoodmedia relations.Themostimportantreasonforthisistoprovideuptodate andaccurateinformationforvictimsandtheirfamilies.
Relativesgathertomourntwosisterswhowerekilledinthe Gothenburgdiscofirein1998.Photo:ÅkeThim.
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ApaperlanternforeachvictimlightsupthedarknessonSeptember26,2005. Relativesandthelocalpopulationstandsidebysideinremembranceoftheir lovedonesoneyearafterthetsunami.Photo:AdreesLatif.
Experiences of RSOS Effortsthatfollowedthetsunamidisastersoonshowedthatvictims andtheirfamilieswantedmorethanatelephoneservicethatreferred themtotheresponsibleauthoritiesandorganizations.Theirneeds weremuchmorecomplex.
Peoplewhocalledthehelplineservicesoughthelpinawiderange ofareasandwantedurgentanswerstotheirquestions.Callerswere indeepcrisisandamerereferralservicewouldhaveworsenedtheir situation.Helplinepersonneldealtwithallkindsofquestions.Ifthey couldnotanswerthemselves,theyaskedcallerstoleavetheircontact details.Personnelthencontactedgovernmentagencies,companies andorganizationstofindtherelevantinformation.Theytriedtogive individualsthemostcomprehensiveanswersthatwerepossible.The levelofknowledgerequiredbypersonnelwasmuchhigherthananticipated.Somequestionsledtominorinvestigations,andtheneed foramorepermanentorganizationgrew.Asnewissuesemerged, theknowledgebaseexpanded.Theaimwasthatboththetelephone helplineandthewebsitewouldprovidethesameinformation.
Thehelplineservice,whichhandledbothphonecallsandemail, showedhowsettingupabroadknowledgebaseasearlyaspossible canhelpanswerexpectedquestionsfromvictims.Buttheknowledge basemustbeconstantlyupdatedbecausequestionswillchangeover time.Thisserviceshouldbeprioritizedatanearlystage.
Thecounsellingpanelthatgavesupportandadviceviatelephone andemailaccountedformostofthecontactwithvictimsandtheir families,andwasinitiallytheonlypointofcontactthatRSOShad withthesepeople.Anothermethodforreachingthetargetgroup wasthroughfamilysupportmeetings.Familysupportmeetingswere arrangedbyRSOSaftersuggestionsfromsomefamilymembersatan earlystage.Theaimofthesemeetingswastoanswerquestions,and RSOSinvitedexpertsfromtherelevantorganizations.Whentheidentificationprocesswasmostcritical,representativesfromtheSwedish NationalPoliceBoard’sHomeCommissionattendedthemeetings.
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Familysupportmeetingshelpedtheorganizationreachvictimsand theirfamilies.Reactionstothesemeetingswereverypositive.RSOS couldspeaktotargetgrouprepresentativesaboutspecificissues, provideimportantinformationandlearnhowtheirownservices couldbeimproved.Someofthesemeetingswereformal;othersgave familymembersandfriendsanopportunitytospeakface-to-face toRSOSpersonnel.Thiswasarrangedaftersuggestionsfromsome familymembers.Thisexperiencealsoshowedhowfamilysupport meetingsshouldbebasedontheneedsofthetargetgroup,andbe flexible.Whenarrangingfamilysupportmeetings,allmembersofa groupshouldbeinasimilarsituation.Atthefirstmeetingarranged byRSOS,peopleexpressedastrongdesiretomeetotherswithsimilar experiences.Thiswasexpressedbybothseriouslyaffectedvictims (lostaclosefamilymember,child)andthosewhowerelessseriously affected.Thelattergroupfeltthattheirgriefwasnotasgreatasthe worst-affectedvictimsandtheydidnotwanttoattractunwarranted attention.
Throughoutthewholeperiod,anticipatedquestionswereanalysed andanswerswereproduced.Potentialquestionsandanswersfrom families,thepublicandmediarepresentativeswerepreparedso thatthepersonnelworkingwithfamiliescouldfeelwellequipped andconfident.Thecounsellingpanelalsoregisteredthenumberof callsandtheirnature,whichprovidesagoodbasisforbuildingcrisis responseorganizationsinthefuture.
Counselling groups and cooperation with voluntary organizations
Regularcontactwithvoluntaryorganizationsisrecommended.This willprovidevaluablefeedbackfromvictimsandtheirfamilies.Many voluntaryorganizationssetupcounsellinggroupsafteramajorcrisis andtheseareledbyexperiencedcounsellors.Allparticipantshave similarexperiencesandmeetregularlyforoneyear;onceaweekin thebeginningandthengraduallyatlessfrequentintervals.Thereare specialgroupsforchildrenandyoungpeople.Thesupportgroupsare sometimesdividedintothosewhohavelostaclosefriendorfamily member,andthosewhohaveexperiencedtheeventbutnotsuffered anyloss.CounsellinggroupsofferedbytheSwedishRedCross,Save theChildrenandErstaDiakoniafterthetsunamidisasterwerewell receivedbyvictimsandtheirfamilies.Counsellinggroupsshouldbe
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organizedsothatparentswhohavelostchildrenmeetothersinthe samesituation,andthosewhohavelostapartnermeetotherswho havesufferedthesameloss,etc.Childrenandyoungpeoplealsoneed theirownspecialgroups.Victimnetworkshavealsobeenformed withoutprofessionalcounsellors.Atonefamilysupportmeeting, participantssuggestedthatanyfundsforhandlingpsychosocial supportinthefutureshouldbeinvestedincounsellinggroupssothat morepeoplecouldtakepartinacounsellinggroupwhentheyneeded itmost.Anotherexperienceisthatthesupportofferedbycounselling groupsisimportant.Somepeopleclaimedthatpsychologistsshould betrainedincrisisinterventionandpreferablyhavegoodknowledge ofthecrisisathand.Otheractivitiesrunbytheorganizationscouldbe publicandprivateinternetforums,meetingplacesandface-to-face therapy.
Concluding reflections
Acentralinformationchannelforvictimsandtheirfamiliesthat providesrelevantanduptodateinformationrequiresaccessto information.Bothhorizonscanningandasolidknowledgebaseare essential.Relevantwebsitesshouldbeconstantlyreviewed.
PhotosofmissingpeopleaftertheBoxingDaytsunamiataHelpCentreinKhaoLak,Thailand. Photo:SEMA.
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Contactwithpublicauthoritiesandorganizationsshouldbemaintained. Mediacoverageshouldbecarefullymonitored,anddialoguewith victimsandtheirfamiliesshouldcontinue.
Thestartingpointforcommunicationshouldbethattheinformation mustberelevanttovictimsintermsoftimeandhowfartheyhave progressedintheirgrievingprocess.Questionsandanswersthat crystalliseinthehelplineservicecanbepublishedonthewebsite underthe”Questions and answers”section.Asdifferentproblems emergeviathehelpline,thesecanbeaddressedonthewebsiteand ininformationletters.Thispresentsopportunitiesforpredictingsome oftheissuesthatmayarise.
Informationtovictimsmustalwaysbebasedonthereceiver’s perspective.Thecommunicationstrategycanalsoconfirmthatall information/communicationshouldreflectexpertise,accessibility, transparencyandfacts,fairness,understandingandsympathy.
Expertise
Dealingwithpeopleincrisisrequiresexpertise,i.e.knowingwhattodo andwhen.Oneexampleisprovidingsupportbybeingabletoanswer questionsandreferringpeopletothemostappropriatecounselling groupsandotherpsychosocialsupport.Anotherexampleisknowing whatotherorganizationsareresponsibleforandcommunicatingthis informationthroughdifferentchannels.Knowingwhattoexpectand beingabletopredictthetargetgroup’sneedsinadvanceisanother. Peopleworkingwiththesetasksshouldhavein-depthknowledgeof theirsubjectareas.
Accessibility
Accessibilitycantakedifferentforms.Beingcloseathand,always answeringquestionsandlisteningtothetargetgroup’sneedsfor informationareseveralexamples.Anotherisusingclear,plain English.Longopeninghoursforthetelephonehelplineservice, andendeavouringtoansweremailswithin24hoursarealsogood examples.Anotherexampleisclear,easytonavigatewebsitesthat helpusersfindtheinformationtheyneed.Yourmessageshouldbe: ”We are here when you need us”.
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Transparency
Communicatingalloftheinformationthatyouhavecanbesensitive andsometimesdifficult.Butendeavouringtodosoalsosignals transparency.Youmayacquireinformationthatistoodetailedand sensitiveforthetargetgroup.Asanorganizationthatisnotthe soleproviderofinformation,knowinghowmuchandexactlywhat informationyoushouldconveyisextremelydifficult.Youcouldeven beaccusedofwithholdinginformation.Butbecausetheinformation willeventuallyreachthetargetgroupthroughotherchannels,you couldbecriticisedforlackoftransparency.Forthisreason,youshould alwayscommunicatewhateverinformationyouhave.Decidingwhat factsshouldbepublishedisadifficultbalancingact.Youshould provideanyfactsthatarerelevant,however.Differentpeopleindifferentorganizationshavedifferentviewsontransparency.Deciding whatandhowmuch“sensitive”informationshouldbepublishedis alsodelicate.Butnotdisclosingthefactsmaycostyouyourcredibility asasendernexttime,nomatterwhyyouchoosetodoso.Discussion mightbeneededtodecidewhat,whenandhowinformationshould becommunicated.Agreeingonwhattransparencyimpliesisessential.
Fairness
Fairnessincommunicationmeanstreatingallvictimsequally,ensuring thateveryonehasequalaccesstorelevantinformationandmaking surethateveryoneunderstandstheinformationthatisprovided.This usuallyleadstoanunderstandingforthemeasuresyoutakeandawillingnesstocontribute.Althoughthisisabasicdemocraticprinciple,it doesnotalwaysapplyincrisiscommunications.Ifeveryonereceives thesameinformation,i.e.”everyone gets all the information all the time”,themessagemightbesogeneralthatitpassesbyunnoticed orhasaminimaleffectonthetargetgroup.Differenttargetgroups willbeatdifferentstagesdependingontheirrelationtothecrisis.A refinedtargetgroupdefinitionwillhelpyouadaptyourmessageto differentneeds.
Describethefocusofyourorganizationanditsdecisionprocesseson yourwebsite.Somefamilymembersmightalsohavepersonaland specificrequirements.Describeyourbackground,motivationandconsiderations.Thiswillhelppeopleunderstandthedecisionsyoumake.
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Understanding/Sympathy
Yourattitudetowardsvictimsandtheirfamiliesmustnotbeoffensive inanyway.Theabilitytofeelsympathyandunderstandisnotenough; youhavetocommunicatesympathyandunderstanding.Speakingina mannerthatissensitive,non-bureaucraticandcannotbemisinterpreted willalsoshowunderstanding.Yourattitudemustbeprofessional.
Basingyourworkonthesefivevalueswillinspireconfidenceinyour abilitytoactandcommunicate.Butbecausesomanyactorsare responsibleinacrisis,thesameinformationshouldbecommunicated througheachsender’schannel.Extracareandeffortisneededtocheck thesources.Maintainconstantcontactwithauthoritiestodetermine whoisresponsibleforinformationandcheckthesources.
Havinganumberofdifferentcommunicationroutesisalsorecommended.Peoplewhoaredeeplyaffectedbylosscannotalwaysdistinguish betweenrumoursandinaccuraciesandcorrectinformation.Communicationeffortsshouldfocusonclarity.Andinformationshouldbechecked topreventrumoursandmisunderstanding.
Communicationeffortsthatfocusonpeopleincrisisrequireahighdegree ofexpertise.Thinkinginformativelyisvital,andtransparencyand accessibilityshouldbetheprimarygoalsforyourinformationprocesses. Transparencyandaccessibilityarenotalwayspresentinapublicsector setting.Allcommunicationshouldbeguidedbyarealisticanddetailed pictureofthetargetgroups:thevictims,thepublicauthoritiesand organizationswhorespondtothecrisis,thegeneralpublicandpotential employers.
SavetheChildrenSwedenhaslongexperienceofworkingwithchildrenandgrief. Photo:JanECarlsson.
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SEMA´s Educational Series in English
2008:3 CrisisCommunicationsHandbook 2008:2 LargescaleInternetattacks 2006:1 InternationalCEPHandbook2006–CivilEmergencyPlanning intheNATO/EAPCCountries 2003:4 CrisisJournalism–Aguidanceforgovernmentagencies 2003:2 InternationalCEPHandbook2003–CivilEmergencyPlanning intheNATO/EAPCCountries 2003:1 CrisisCommunicationHandbook
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Crisis Comm
un
ications H
andbook
Författarnam
nSEM
A’s Education
al Series 2008:3
Crisis Communications HandbookSummary and translation of the Swedish”Handbok i kriskommunikation”
SEMA’s Educational Series 2008:3
Swedish Emergency Managment Agency
P.O. Box 599 SE-101 31 Stockholm Sweden
Tel +46 8 593 710 00 Fax +46 8 593 710 01
ISBN 978-91–85797–11–0 www.krisberedskaps ISSN 1652-3539 myndigheten.se
