What Your Radiological Communications May Be Missing

What Your Radiological Communications May Be Missing

Details are important when developing messages. However, too many details can confuse the message or otherwise not make it as effective. When communicating technical subject matter such as that associated with a radiological incident, it’s important to have a good team to effectively communicate messages to the public.

Recently, I was approached by a friend asking about the radiation effects that may be associated with a medical procedure he had not long ago. This isn’t the first time that this has happened, nor do I expect it to be the last time it happens. This time, however, it made me start thinking about how we talk about radiation – not only with respect to medical procedures, but in general. In this particular instance a four gray radiation dose was delivered to the finger in 6 different treatments that happened over a several week time period.

Radiation Terminology

Now, let’s take a timeout for a little health physics lesson. The term ‘radiation dose’ refers to how much energy is deposited into something. Its unit of measure is the rad (used in the US) or the gray (used internationally). Radioactive materials emit various types of radiation, and when that radiation interacts with something (tissue, for example) it deposits its energy into it. This isn’t dissimilar from when someone flicks your ear…when their finger interacts with your ear it deposits energy to the area it impacts.

Radiation dose terminology rad vs gray

So, now, back to the question at hand: Is the four gray radiation dose from the medical procedure something my friend should be worried about? Before I get to the answer, let’s frame the question a little more generally without the details: Should I be worried about a radiation dose of 4 gray? That doesn’t sound like it’s a very different question, does it? Well, it is…and the details matter.

There are several things we need to know before we can answer the question the way it is presented in the general way, above. I always ask myself three questions when trying to figure out what the potential effects of a radiation dose may be:

How Much?

The first question is, “How much?” Early (or acute) radiation effects are largely driven by how much radiation dose was delivered in conjunction with the answers to the other questions.

How Fast?

“How fast?” is the second question. The rate at which the radiation dose is delivered – or the time over which it’s spread – is important. A radiation dose that may result in early effects if delivered over a short period won’t necessarily result in early effects if it’s delivered over a longer period of time.

Where?

The third question is, “Where?” Getting flicked in the ear may be annoying, but getting flicked in the eye hurts. So, the same “flick” to a different area makes a difference. In other words, where the energy is delivered is important. A four gray (How much?) dose delivered to the blood forming organs in the gut over a short period of time may very well be be fatal without medical intervention. A four gray dose delivered over a short period of time to the back of the hand may result in some short-term hair loss in the affected area, but it wouldn’t be life-threatening. As you can see, the “Where?” question is very important and results in a very different outcome.

Physicians regularly deliver cumulative doses much greater than four gray to cancer patients via methods including external beam therapy and high dose rate brachytherapy. Those doses are fractionated over the course of the treatment largely for patient survival reasons. If the four gray dose to the back of the hand described above was protracted or delivered in fractions, temporary hair loss would not likely be of concern. Both of these examples are associated with the “How fast?” question. 

So, to answer the question posed by my friend: Since the dose was delivered to the finger incrementally over a period of time, and it’s below the threshold where I would expect to see anything serious even if the dose was delivered all at one time, I don’t think he has to worry about early effects. Because the dose was delivered to a very small area, and taking his age into account, I think the risk for long-term concerns are exceedingly small. His physician told him essentially the same thing.

 

When it Comes to Radiation, Details Matter

So, let’s get to the meat of this blog. If you are responsible for communicating information about radioactive materials or radiation, it is essential you understand the impacts details can have on the message.Too often I see articles or hear reports about radiation incidents – big and small – that make me wonder if the person delivering the message really understands the issue. Oftentimes, it’s probably due to an incomplete understanding of the situation and the effect small details may have. Likely, public information professionals may not know to ask the detail-oriented questions unless they have established a relationship with a technical expert to assist with public messaging.

It’s simple to search the internet for – in our example – the biological effects of a four gray dose. However, a simple question such as “Is a four gray radiation dose dangerous?” can have different answers based on the details of the situation. It’s not necessarily so simple to understand what your search results may turn up or whether the information is reliable, or not. Good public communications require more than simply ensuring a message is reviewed by the public affairs office or doing a quick internet search to gather “facts.” When the topic is something like potential radiation effects, it requires the integration of subject matter expertise into the message development process to ensure the message is appropriate for the situation.

And let’s be honest, in general, technically oriented people such as health physicists, engineers, etc., aren’t necessarily known for their communication skills. It is easy to overlook the fact that for a radiation protection professional to be effective at helping a communicator, he/she should receive training related to the public communications strategy. Details matter, but some matter more than others as one moves through the message development and public communication process.

 

Integrate Radiation Experts Early

Yes, details matter, but it’s easy to fall into the trap of trying to be 100% correct yet losing “understandability.” Keep in mind an effective message must not only be correct, but understandable. A key question to ask is “How correct is correct enough?” I encourage radiation protection professionals who may be tasked with assisting communicators to seek out training and/or to further hone their communication skills. Equally importantly, if not more so, I encourage those public affairs and public information professionals responsible for communicating radiological information to identify radiation professionals who can assist and integrate them into the communication process by setting expectations and providing necessary training. This should not be done after “it’s hit the fan,” but well before so that determinations can be made about your radiation expert’s ability to provide proper communications assistance or to identify areas where further training may be needed.

Our brains crave meaning before detail. Details are important, but oversaturation of technical jargon and concepts may negatively affect the understanding of your message by a non-technical audience. Addressing questions such as, “Will it hurt me?” or “Am I in danger?” come first before the technical details. A well-rounded communications team can help ensure your messages are not overly technical and remain understandable. A good internal team consisting of both public information professionals and radiological subject matter experts can most effectively communicate your messages to the public.

Steve Sugarman

Steve Sugarman

VP of Operations & Corporate Health Physicist

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SummitET Offering Training and Simulation Support at I/ITSEC

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SummitET® is excited to participate in and present training and simulation capabilities at this year’s Interservice/Industry Training, Simulation, and Education Conference (I/ITSEC) in Orlando, Florida from November 28 to December 2.

The 2022 Conference theme “Accelerate Change by Transforming Training – It’s Time to ACTT!!” resonates with the SummitET commitment to proactively adopt new approaches in the ever-changing world of natural and human-caused disasters.

“Our company culture empowers our team members to share ideas, techniques, and processes, as well as promotes cross-organizational coordination,” said John Duda, SummitET CEO. “This one-team approach provides customers access to the collective knowledge of our entire organization allowing us to deliver world-class results in simulation training and exercises.”

Our experts conduct training and provide technical consulting support for modeling and simulations that help to prevent, protect against, mitigate, respond to, and recover from both man-made and natural hazards.

The training and simulation support we offer:

CBRN Preparedness
  • Our preparedness capabilities include conducting threat assessments, developing response plans for potential threats, building training designed to mitigate the threats, and providing a suite of tailored workshops and exercises to test the readiness as well as providing the operational support an organization may require.
Strategic Communications Training
Social Media Simulation
  • Our training replicates real-world simulations conducted on closed native digital platforms to provide real-time, hands-on familiarity with social media tools and practices.
Technical Consulting
  • Our diverse range of expertise can support CBRNE effects modeling and simulation for realistic scenarios.

SummitET holds government contract vehicles that allow us to provide technical, programmatic, and engineering support services to the Department of Energy/National Nuclear Security Administration (DOE/NNSA). Additionally, we are a subcontract team member for DTRA’s Assessment, Exercises, Modeling, and Simulation Support (AEMSS) multiple award contract

Exercise and Training Simulation Support

Learn more about our experience and capabilites within exercise and training simulation support. 

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Build Organizational Resiliency Within Strategic Communications

Build Organizational Resiliency Within Strategic Communications

SummitET® assists organizations in addressing resiliency by employing proven scientific methods, educationally grounded research, and best industry practices for Strategic Communications. Our goal is threefold:

  1. Improve organizational resiliency through communication.
  2. Move organizations efficiently and cost-effectively toward preparedness, mitigation, response, recovery, and reentry.
  3. Maintain continuity of operations.

Utilizing industry experts in crisis and emergency management and leveraging our scientific and technical expertise, SummitET’s communication team can build a comprehensive solution to address any organization’s current or emerging threats. By highlighting an organization’s competency through training and exercises, our team can build upon this foundation to minimize any vulnerabilities discovered through this process.

COVID-19 has changed the threat paradigm organizations face which is why critical thinking and preparation for any possible threat that can disrupt continuity of operations, must be considered. Our Team has developed the APSTERTM process which addresses six critical tenants to comprehensively prepare organizations for these unforeseen events:

  1. Assessment
  2. Planning
  3. Solutions development
  4. Training
  5. Exercise
  6. Reassessment
SummitET APSTER Process
Figure 1.1, APSTERTM Process

Assessment

Our assessment process methodically identifies the highest potential risk an organization may face and aggregates evaluated outcomes from those potential threats. The APSTERTM process uses a 3X3 innovation risk matrix to visualize the probabilities of such risks occurring and the severity of consequences should they impact the organization.

This 3X3 Innovation Risk Matrix:

  1. Assists assessors in determining likely organizational impacts
  2. Prioritizes risk based on severity
  3. Aids in planning an execution of emergency plans and procedures
  4. Provides insight into resources needs for response activities
Risk Assessment Matrix from David Ball
Figure 1.2 Risk Assessment Matrix
David Ball, Risk Management, The Future of Risk Assessment, April 2012

Planning

Our planning approach not only effectively aligns itself with the organization’s strategic goals and objectives, but also the less tangible corporate culture and environment. These planning considerations help capitalize on the existing talents and strengths an organization possesses while exposing the less obvious vulnerabilities and organization may overlook.

Figure 1.3 symbolizes one of the many planning methodologies models which can be integrated into the APSTERTM process.

Strategic Planning Process Model from Key Associates, Inc.
Figure 1.3 Strategic Planning Process Model
Key Associates, Inc. Helping Leaders and Organizations Grow, May 2015

Solutions development

Our approach to developing impactful and resilient solutions focused on our client’s ideation from our Assessment and Planning processes produces alternative solutions, selects best solutions, and informs plans for implementation and integration into existing business practices.

Solutions Development

Training

Initiating and incorporating these solutions into the corporate culture starts with effective and impactful training. Training benefits organizations through maintaining, enhancing, and increasing:

  1. Knowledge, skills, and abilities
  2. Correct deficiencies
  3. Enhance organizational performance
  4. Meet organizational goals, objectives, and missions

The strategic communications APSTERTM process utilizes the educationally proven ADDIE methodology to assist organizations with identifying training deficiencies. The ADDIE method is a fivefold process: (1) Analysis, (2) Design, (3) Development, (4) Implementation, and (5) Evaluation. Figure 1.4 defines each ADDIE component.

ADDIE Process from Genesis International
Figure 1.4, ADDIE Process
Genesis International, 2020

Exercises

In parallel with current government and industry practices, SummitET’s Strategic Communications Program phases an effect exercise program to stress the organization’s strengths and vulnerabilities. Evaluating and capturing critical data points, our approach reinforces the strengths of the organization and capitalizes on the weakness and failures these exercises present. To fail or expose organizational weaknesses presents an opportunity to grow and is a very important part of the APSTERTM process. The outcome from these exercises leads the organization into the importance of the “Reassessment” tenant, which incorporates a continuous improvement process that methodically reduces the probability and the consequences of those risks, while promoting preparedness through awareness and continuously enhancing the state of resilience.

SummitET’s Strategic Communications Program conducts three types of exercises, (1) drills, (2) Tabletops (TTX), and (3) Full-scale exercises (FSE).  Exercises reinforce issues such as response preparedness, adequacy of plans and procedures, and validation of personnel and equipment.  Exercises are SummitET’s premier, most highly sought-after client service. Integrating the APSTERTM process ensures SummitET’s methodology in the design, development, and implementation is well-thought out, deliberate, and focused on organizational needs and requirements. Figure 1.5, Exercise Program Management, serves as an example of the exercise planning process.

Exercise Program Management
Figure 1.5, Exercise Program Management
U.S. Department of Transportation Federal Highway Administration, Role of Transportation Management Centers in Emergency Operations Guidebook, 21st Century Operations Using 21st Century Technologies

Reassessment

Our reassessment process methodically addresses three key areas: (1) gap-analysis, (2) lessons learned, and (3) best practices.

  1. Gap Analysis: Findings from gap analysis are used to assess needed improvements, provide improvement recommendations, and develop solutions to ensure organizational requirements are met.
  2. Lessons Learned: We document experiences to provide insight into organizational effectiveness and efficiencies, successes and system breakdowns, and improvement recommendations.
  3. Best Practices: We capture and document best practices that produce results that are noteworthy. Best practices can evolve into an industry standard while elevating in areas such as regulatory compliance, tactical or operational response(s), or inventing a new process contributing to organizational resiliency.
Risk Management Process from pmis
Figure 1.6, Risk Management Process
Project Management Informed Solutions (PMIS)

Conclusion

By design, the APSTERTM process employs an innovative academic approach by using the industry’s leading experts, cutting edge industry practices, proven scientific and technical methodologies, making our process not only unique, but the most effective solution on the market to make your organization prepared and resilient against current or emerging threats.

As emergency management and preparedness continues to evolve, our Strategic Communications team’s APSTERTM process addresses (1) organizational resiliency, (2) continuity of operations, and (3) continuous improvement efforts.

The APSTERTM Process

  1. Overlays existing emergency management processes and procedures
  2. Enhances short-/long-term improvement efforts
  3. Promotes a culture of preparedness
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Summit Exercises and Training LLC (SummitET®) joins other prominent St. Pete companies, and state and federal agencies as a tenant of the Maritime and Defense Technology Hub (Hub) a collaborative innovation incubator. The Hub, located in the St. Pete Innovation District, brings together the triple helix of innovation under one roof: industry, government, and academia. Taking advantage of increased funding for maritime and technology solutions by the State and Federal governments, the Hub leverages the unique attributes of the building such as a workspace with port access, rooms designed for secure communications, and wet/chemical laboratories.

“The Innovation District’s mission is to develop St. Petersburg into an environment that fosters job growth, economic development, and learning and inspiration by bringing innovative people and organizations together,” said Alison Barlow, Executive Director of the St. Petersburg Innovation District.

Bringing to the Hub the diverse experience and expertise of associates with backgrounds in threat response operations and risk mitigation, SummitET experts include former employees of the Department of Defense, Department of Energy, Federal Bureau of Investigation, Federal Emergency Management Agency, the Intelligence Community, state/local law enforcement, and maritime.

“We are proud to be part of the Innovation District’s historic Hub,” said John Duda, SummitET CEO. “We look forward to collaborating with other Hub tenants in the pursuit of joint funding opportunities and community engagement.” 

SummitET is committed to partnering locally on issues of cybersecurity and maritime security, offering all-hazards preparedness solutions including cybersecurity penetration testing, continuity of operations, development of vessel security plans, processes and procedures for cargo security and mail screening, threat awareness training, facility vulnerability assessments, counterterrorism and CWMD, crisis and risk communications, exercises, and more.

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SummitET Ranks Third Year in a Row in Inc. Magazine Annual List of America’s Fastest-Growing Private Companies

SummitET Ranks Third Year in a Row in Inc. Magazine Annual List of America’s Fastest-Growing Private Companies

August 19, 2022 – St. Petersburg, FL.  – Today, Inc. magazine released its annual list of the nation’s 5000 fastest growing companies. Summit Exercises and Training LLC (SummitET®) made the list for the third year in a row with SummitET’s listing occurred as a result of a three-year revenue growth. This prestigious list provides a unique look at the top performing companies within the American economy’s most dynamic segment—its independent small businesses.

“Our team of experts continue to gain momentum in the government, public, and private preparedness space,” said John Duda, SummitET CEO. “We’re extremely honored to be recognized for supporting our nation’s economy though our unique offering of services. Our growth in our customer base is driven by client confidence in supporting their objectives and our quality assurance.”

The Inc. 5000 encompasses nearly every industry and realm of business, proving that incredible growth is possible with solid foundations and tenacity. Complete results including company profiles can be found at 2022’s Inc. 5000, and the interactive database can be sorted by industry, region, and other criteria.  

The annual Inc. 5000 event honoring the companies on the list will be held in Phoenix, AZ from October 19-21, 2022. Speakers will include some of the greatest innovators and business leaders of our generation.

 

About SummitET®
Summit Exercises and Training LLC (SummitET) is a veteran-owned small business that offers innovative preparedness solutions. When founded, our team sought to develop a flexible model that could be adapted to serve the needs of any organization, large or small. Drawing from a diverse base of experience in emergency management and response, as well as communications within the government, military, and private sectors, the SummitET team offers a comprehensive approach to the management and mitigation of risk. By combining the latest developments in learning and technology with the application of best practices in organizational behavior, strategy, and planning, SummitET has become an industry leader who serves a broad range of clients.

 

More about Inc. and the Inc. 5000 Methodology

 Companies on the 2022 Inc. 5000 are ranked according to percentage revenue growth from 2018 to 2021. To qualify, companies must have been founded and generating revenue by March 31, 2018. They must be U.S.-based, privately held, for-profit, and independent—not subsidiaries or divisions of other companies—as of December 31, 2021. (Since then, some on the list may have gone public or been acquired.) The minimum revenue required for 2018 is $100,000; the minimum for 2021 is $2 million. As always, Inc. reserves the right to decline applicants for subjective reasons. Companies on the Inc. 500 are featured in Inc.’s September issue. They represent the top tier of the Inc. 5000, which can be found at http://www.inc.com/inc5000.

 

About Inc. Media
The world’s most trusted business-media brand, Inc. offers entrepreneurs the knowledge, tools, connections, and community to build great companies. Its award-winning multiplatform content reaches more than 50 million people each month across a variety of channels including websites, newsletters, social media, podcasts, and print. Its prestigious Inc. 5000 list, produced every year since 1982, analyzes company data to recognize the fastest-growing privately held businesses in the United States. The global recognition that comes with inclusion in the 5000 gives the founders of the best businesses an opportunity to engage with an exclusive community of their peers, and the credibility that helps them drive sales and recruit talent. The associated Inc. 5000 Conference is part of a highly acclaimed portfolio of bespoke events produced by Inc. For more information, visit www.inc.com.

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