assignment #6

CRISIS MANAGEMENT

In Crisis Management, Getting the Message Rigiit

IsCriticai Considerations for Effect'wely Handling a Crisis Today

BY RICHARD C. HYDI-:

JT,

CRISIS MANAGEMENT

Recently, I reviewed remarks I delivered at a con-ference in December 1980, after my firsthandexperience with the Three Mile Island nuclearcrisis. My four cardinal rules for crisis commu- nications were as follows:

1. Tell it all, tell It fast and tell It accurately. 2. Make provisions for information sources to

speak from a common platform at the same time.

3. Cover all the bases on all important subjects. 4. Provide regular updates to all important inter-

nal and external publics.

That is still sound advice, but what is required to meet today s crises is far more comple.x and time sensitive. We've known the torce of die Internet in communicating during crises. We are constantly reminded ofthe impact of blogging, chat rooms and other forms of consumer communication. Deadlines are always now to meet the unrelenting demands of 24-hour news dissemination by cable TV, satellite radio and the Internet.

Even the gold standard of crisis communications — set by Johnson & Johnson in 1982, when malicious tampering of Extra Strength Tylenol capsules caused seven deaths — would need updated tactics. But today, other considerations are essential for effectively handling a crisis. These considera- tions go beyond advances in technology and the many new information channels.

Risk communication in three key areas Indeed, choosinga communications channel is just one of

three key considerations, according to well-researched prin- ciples oi risk communication. Channel selection deserves con- centrated attention, as do the message content and the characteristics ofthe messenger. Although Rill development ot ali three key ai-eas is critical for effective crisis communica- tions, ŵ e will focus on message content — what you sav when facing a threatening situation.

Dr. Siimuel Johnson once said, "Depend on it, sir. when a man knows he is going to be hanged in a fortnight, it concen- trates his mind wonderfully." In Johnson's day, a professional might have two weeks to set a course of action and develop messages, but today, response time is far shorter and more demanding.

I Fortunately, risk communication provides a message- ;, development methodology that rapidly offers constructive "̂ assistance to today's crisis communicator. Use of risk commu-

nication replaces impulsive decision-making and even experi- ential depth with scientific principles. Alost important, it pro- duces clear, concise messages.

High stress changes the rules Behavioral scientific research, which extends back more

than 30years, shows how behavior changes when a person is processing messages during high-stress situations. To appre- ciate the importance ofthese findings, consider that a person can normally comprehend a great deal of information. Eor example, most people can easily recall many telephone num- bers. When stressed, the ability' to hear, underetand and remember diminishes. Research indicates that at times of high stress caused by controversy, allegations or uncertainty, peo- ple can miss up to 80 percent of message content. Ofthe 20 percent they do hear, most messages are negative. Psychologists call these effects mental noise and negative dominance. In a crisis,you must adjust ior these effects to communicate properly.

Benefits of message mapping Essential to proper communication in high-stress situa-

tions is message mapping, a unique approach to constructing messages that will be heard, understood, remembered and appropriately heeded. The Center for Risk Communication in New York City developed the concept.

The benefits of message mapping are threefold. First, those who participate in the message-map ping process repre- sent the essential cross section ofthe organization; they take great care to ensure the messages are both accurate and backed up with responsible actions. Second, the process requires a consensus to determine what the nrgani/.ation com- municates. Finally, mapping yields a wealth of organized and prioritized information that oflei s flexibility and support to staying on message.

In his paper for the World Health Organization 2002 Conference on Bioterrorism and Risk Communication, Dr. Vincent T. Covello observed, "A-lessage-mapping exercises — involving the teams of subject-matter experts (e.g., scientific), communication specialists and individuals w îth policy, legal and management expertise — often reveal the diversity of these points within organizations with the same question, issue or concern."

Covello, who (ounded the Center for Risk Communication while teaching at Columbia University from 1988 to 1993, outlines seven distinct steps in the message- mapping process:

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CRISIS MANAGEMENT

1. Identify stakeholders. 2. Determine specific concerns for each stakeholder

group. 3. Analyze specific concerns to find underlying gen-

eral concerns. 4. Conduct structured brainstorming with input from

message-mapping teams. 5. Assemble supporting facts and proof for each key

message. 6. Ask outside experts to systematically test messages. 7. Plan delivery of resulting messages and supporting

materials.

Requirements for effective message development

Message mapping requires the team — composed of an organization's subject-matter experts, management and com- munication specialists, as outlined by Covello — to commit time to the mapping process. It may take many hours to address all stakeholders' concerns and reach an agreement.

Usually, however, message mapping can yield a useful product in less total time than the traditional procedure oi

having communicators draft messiiges and seek approval through a chain of command. By engaging all essential depart- ments at the same time, the process cuts the need for time-con- suming revisions and approvals.

A word of caution: Expecting unwavering acceptance of message mapping at the outset is unrealistic. Both its novelty and teamwork approach can tum people off.

At the start oFa recent message-mapping session Fora major pharmaceutical company, tor example, a participatmg lawyer cynically noted, "This looks like a long, convoluted way oFcoming up with words we could draft in short order at our own computers." At the conclusion ot the session, how- ever, this same lawyer was an advocate, saymg, "We all got our points of view on the table at the same time, so we came away with a set of messages we all could agree on."

The message-mapping process is a cerebral work engine that can develop two types oFmessages required in athreat- ening situation. One type oFmessage addresses the specific information the organization wants to convey — the outgoing message. The other t^'pe addresses stakeholder concerns, usu- ally posed as questions evoked by the organization's outgoing message and communication from others. A message map also yields the 10-second elevator speech or nine-second sound bite, a succinct expression oFthe organization's position, which is essential in crisis communications.

All message maps adhere to these standard require- ments: • Three key messages • Seven to 12 words per message • Three supporting facts for each key message

The seven-step message-mapping process produces an abundance of information. The structured brainstorming process gleans all pertinent information from the participants. The facilitator w îll go From person to person soliciting infor- mation — a fact, a statement, an insight that addresses the

topic — until the subject is exhausted. All input is recorded tor future use.

The next step requires the participants to distill From the plethora oFinput at least three key mes- sages. This step begins to organize and prioritize supportmg Facts and prooF points to flesh out the mes-

sage map. Where gaps exist, it is necessary to seek answers or, in some cases, take action.

The end product oFthis concerted etiFort is the completed message map. To illustrate, on the Following page is one of the maps prepared on the West Nile Virus public health issue. This particular map answ^ers the specific question, "What can be done about the West Nile Virus?" It displays key words as phrases to prompt the communicator or spokesperson in Fashioning a complete statement that might read, "To safe- guard yourself and your family against West Nile Virus,you can take these three actions: remove standing water, wear protective clothing and use effective insect repellent."

Note that the three key messages are in one sentence that contains 27 words, Rilfilling the standard requirements: three

When you're assisting with a crisis, message development is aimest aiways

icess of message

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CRISIS MANAGEMENT

West Nile Vinjs Message Map Stakeholder: Citizens of a community threatened by the virus Question: How can we protect ourselves?

Key Mess?jae Key Messaae Ke^ Messafle "Remove Standing "Wear Protective "Use Insect Water" Clothing" i Repellent"

Supporting O l d T i r e s , Supporima L o n g '•• Sumjorf Factri i Fact2.i Sleeves ii Fact3.i

Flovuer Supporting pntc/Rirri Supparlmg Long Suppoiling 2 3 % •^^'1-2 RMiP , i Fact2.2 Pants f^a'̂ î .^

Supporting Cat/Dog ' Supporting Dusk and ^uppotimg No facti3 Dishes ''act2.3 Bav,,n Fact3,3 Substitutes

Souf'te: Center for Risk Conimunicatinn

key messages with seven to 12 words each. The supporting tacts can eiabot'ate on the key messages, perhaps answeiing follow^-up questions.

Some key messages quoted as statements in print are kjnger or shorter than 27 words, but most are close to the word count. In verbal delivery, it takes nine seconds to state 27 words because the typical American speaks three words per second. The message-map formula is 3 / 9 / 27 if you apply the message-development and delivery process properlv.

One poignant example of 3 / 9 / 2 7 was former Mayor Rudy Giuliani's response to reporters when pressed fora casualty figure following the terrorist attacks in New York on Sept. 11,2001, He said, "Ultimately, the number is more than we can bear. I believe from this tragedy the city, nation and world will become stronger. Stronger economi- cally, politically and emotionally."

Three key messages — exactly 27 words — stated in approximately nine seconds. Equally important, he expressed a value, demonstrating care and empathy, rather than a statistic.

An excellent corporate example, which runs a little longer than 27 words, comes from Michael Moeller, a Hewlett-Packard spokesperson who was challenged by a Wall Street Journal reporter last fall about the company's behavior. Moeller said, "Clearly the events ofthe past several weeks have generated a great deal of media inter- est; however, H P hasn't lost its focus on what is most important: our customers and our partners and our employees,"

Managing negative perceptions Drawing again on the fmdings ofthe behavioral scien-

tific research, there are clear ways to address negative per-

ceptions. Consider these actions for the communicator and spokesperson.

First, to counter any negative allegation, accusation or ill- formed judgment, use three positives. If an accuser states, "You've done absolutely nothing to correct the pollution problems,"you must respond with three thingsyou have done, such as, "The truth is the company has installed a high- tech screening device, changed the operating procedures and is making arrangements to settle all claims for substantiated damage." Presentingthr-ee positive, constructive statements based on actual actions or accomplishments can neutralize the negative statement.

Research also shows that by stating a fourth positive, you go beyond simply neutralizing negative opinions to con- \'erting them to positive. In our illustration above, the fourth point might be, "And the authorities have given us a clean bill of health."

Second, avoid repetition ofthe negative statement, even if you are attempting to refute it. Repeating a negative simply reinforces it, iVledia trainers frequently refer to the ill-advised repetition of a negative by citing President Nixon's televised statement, "I am not a crook,"

Third, avoid use of these words: no, not (can't/don't), never, nothing, none.

Why? Research shows that stating one of these words immediately placesyou on the defensive, "How can you be certain?" is the frequent retort, leading to further defensive explanations rather than constructively advancing your position.

What's more, those words are absolutes. Onceyou use one, you are on the record. Alteringyour absolute stand, say in light of new findings, may be difficult and awkward.

When you're assisting with a ciisis, message develop- ment is almost always the top priority. The process of message mapping proves its value time and again. It is, however, only one aspect ofthe principles of risk communication. With many clients, it's the starting point to learning about and applying these principles to any threat, whether it s an issue, risk or crisis. For today's crisis communicator, it's an essential element for the tool kit. •

Richard C. Myile i.î executive vice presidetii m I lill Si Knovvlton in Now Y(irl(. His e.\|wrience in crisis man- ajjcmcnl And risk riimmunicatiiin spjins 30 veaJ'S, He has served as ihe team leader on more than a do t̂en major crisis events, ranging from airplane crashes to |iro(liict contamination to global corporate issues. He •.•[•eated H&K'scrisissimiilaiiociexercises,drawing upon his experience as a naval olTicer, and has trained evecutives irom more than 26 countries.

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