Communication Through Message Mapping

by SummitET | Apr 9, 2020 | Preparedness Blog

Messages play an important role in determining the success of communication efforts before, during, and after a crisis. One of the major issues facing organizations during a crisis is mixed messages from multiple experts. When this occurs, the public can become unsure which message is the most credible. As a result, the tendency is to reject the message and seek alternate messages that reinforce their own existing belief systems. These “new” messages can be contradictory to valid protective action messages and impact the public’s ability to internalize and act upon the correct message.

Previous research conducted by the Centers for Disease Control and Prevention (CDC) and Dr. Vincent Covello led to the collection and analysis of data as to the importance of crisis communication and message development. The result is a vast array of science-based tools and templates crisis communicators can employ to achieve greater communication success, such as a message map

According to Dr. Covello, a message map is a roadmap for displaying detailed, hierarchically organized responses to anticipated questions or concerns. It is a visual aid that provides the organization’s messages for high concern or controversial issues.

The Purpose of Message Mapping

Developing and using message maps achieves several important communication goals:

Identifying stakeholders early in the communication process.
Anticipating stakeholder questions and concerns before they are raised.
Organizing our thinking and developing prepared messages in response to anticipated stakeholder questions and concerns.
Developing key messages and supporting information within a clear, concise, transparent, and accessible framework.
Promoting open dialogue about messages both inside and outside the organization.
Providing user friendly guidance to spokespersons.
Ensuring that the organization has a central repository of consistent messages.
Encouraging the organization to speak with one voice.

Book a workshop to develop personalized Pre-Scripted Messages.

Message Map Guidelines

Based on Covello’s mental noise theory, humans have a diminished ability to process information when in a crisis. Therefore, message maps use the “Rule of Three”:

Ideally three key messages (or one key message with three parts) for each underlying concern or specific question.
Individual key messages should also be brief; ideally less than three seconds (or fewer than nine words) for each key message. The entire set of three key messages should be less than nine seconds (or 27 words).

Each Key Message < 3 seconds (or 9 words)

Entire Set of 3 Messages < 9 seconds (or 27 words)

Responses to high risk, high concern crises such as a pandemic require organizations to recast their understanding and thinking about how to communicate information that protects the health and safety of the public, as well as their reputation and trust.

Check out this excellent resource titled “COVID-19: Simple Answers to Top Questions Risk Communication Field Guide Questions and Key Messages” which was published on March 25, 2020 and developed by Vincent Covello and Randall Hyer. This resource offers many crisis communication tools and templates to help your organization achieve success in response to COVID-19.

If your organization would like further information on message maps, identifying and addressing misinformation on social media, or would like to receive a free crisis communication assessment to develop a crisis communications plan, please contact our experts at info@summitet.com or https://summitet.com/contact-us.

Our Strategic Communication team stands ready to forecast your organization’s cascading threats and develop public communication strategies to influence behavior, build confidence, and maintain the public trust.

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In a Crisis? Got a Plan?

by SummitET | Mar 24, 2020 | Preparedness Blog

The Importance of a Crisis Communication Plan for Government and Non-Government Organizations

Planning for the inevitable, a crisis or emergency, is a practice every organization should employ. As we’ve seen recently with COVID-19, the unthinkable can become thinkable, and planning, strategizing, training, and exercising are essential functions for any organization to successfully weather a crisis or emergency.

While effective communications during a time of crisis can positively reflect on an organization, ineffective communications during a time of crisis or emergency can surely endanger an organization and potentially the lives of an organization’s stakeholders. Ultimately, it is the organization’s responsibility to determine which communication path to take. This is why it is incumbent upon organizations to develop, train and exercise a crisis communications plan.

Four things to consider when building your crisis communication plan:

1. Crisis Decision Making

Stakeholders tend to simplify messages to match their belief system paradigm(s). Communication professionals should evaluate their messaging processes for clarity, conciseness, and relevance to ensure internal and external stakeholders recognize, synthesize, internalize and act on the message(s). During decision making processes, communication professionals should consider both intended and unintended consequences may occur due to underlying organizational and stakeholder issues. Awareness of underlying issues that may impact internal and external stakeholders should be considered.

2. Psychological Factors to Consider

Depending on the incident, psychological considerations can have tremendous impact on individuals and organizations by influencing how they process information. Selecting and structuring communication may vary based on the issue, impact (perceived and real), timeliness, etc., as well as the delivery mechanism, i.e., social media. Communicators should develop messages centered on what stakeholders might do to protect themselves and their families, i.e., call the doctor, check on a neighbor/elderly, etc.

Research by Dr. Vincent Covello, indicates that individuals can process up to three key messages in times of crisis. Use of a message map that can be integrated into your crisis communication plan is suggested to ensure your messages are hitting the mark and that your organization is not adding mental noise by providing information overload.

Chart depicting Risk Communication Summary

3. Effective Communication in a Crisis

Uncertainty is the greatest concern for most stakeholders. Provide them with a three-part action plan: 1) what they can do, 2) what they should do, and 3) what they must do to protect themselves and their families. An action plan may help reduce anxiety, feelings of victimization, and help to restore a sense of self-control.

4. Potential Communication Barriers

Other demographic data such as socio-economic status and educational attainment of the stakeholder community can affect communication during a crisis or emergency. Ongoing research suggests socio-economic status and education disparities can impact stakeholders’ receptiveness (filtering) of crisis messaging. These two factors can greatly influence an organization’s message(s) delivery and development methods (i.e., such as social media, platforms, texting, written or visual media, etc.). Communicating messages to special populations such as expecting mothers, homeless, substance abusers, and evacuees, must be considered. In addition to socio-economic status, educational levels, and other issues , the audience’s perception/acceptance of risk, your credibility, message context, verbal and nonverbal cues, and other influencing factors may create barriers or otherwise impede message acceptance. Developing messages that are simple, timely, accurate, relevant, credible, and consistent will help overcome most communication barriers.

Infographic with the possible barriers to communications

Appropriate use of crisis and risk communication techniques and principles can be used to motivate stakeholders in taking appropriate actions or prevent stakeholders from taking inappropriate actions during a crisis or emergency. As communication professionals, our ultimate goal is to keep our stakeholders informed about issues affecting their lives and to potentially save lives.

If your organization is interested in developing a crisis communication plan or training/exercising to an existing plan to identify gaps, strengths, and weaknesses, please contact the SummitET^® Strategic Communications team.

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What the Fusion of Social Science and Strategic Communications means for Private Industry

by SummitET | Mar 4, 2020 | Preparedness Blog

While there are countless research studies, surveys, and white papers to analyze communications questions related to public health and safety, there had been no established single venue for professional communicators and social scientists to come together and bridge the gap between science and practice and provide direct application to communications practice in private industry…until now.

Social Science

Social science encompasses the scientific study of human society and social relationships.

Strategic Communications

Strategic communication refers to the internal and external communication strategies designed to engage stakeholders.

Bridging the Gap

Bridging the gap connects similar ideas or makes the difference between them smaller. Connecting social science to the practice of strategic communication provides practitioners with scientifically-proven methodologies and strategies which enhance internal and external communications. As stakeholder expectations evolve due to changes in the environment and human psychology, public affairs practitioners must be equipped to adjust communication methods and strategies to effectively address public health and safety issues.

To solve this issue and bridge this gap, Mark Basnight and Holly Hardin established the Public Affairs Science and Technology (PAST) Fusion Cell at Argonne National Laboratory in 2016. PAST monitored, observed, and conducted real-time research on world events, applied social science to the practice of risk and crisis communication, identified training gaps, and established best practices for public affairs. This program was developed specifically for public affairs officers, public information officers, and external affairs officers working in emergency management and public health and safety.

Bringing this Capability to the Private Industry

While this program was available to national labs and government agencies, private industry had limited access to this training. Basnight and Hardin joined SummitET^® in 2020, and are prepared to provide private industry with customized strategic communications assessments, planning, training, and exercise services and products.

What this means for Private Industry

These new approaches allow private business and industry to prepare effective communication during pre-crisis, crisis, and post-crisis events such as manmade, natural, and technical disasters.

The Property Claim Services (PCS) division of Verisk Analytics defines a catastrophe as an event that causes $25 million or more in insured property losses and affects a significant number of property/casualty policyholders and insurers.

The table below it shows there were in excess of 350 catastrophes in the US between 2009 and 2018. That equates to an incredible amount of communication needed as businesses need to be able to reach their customers and employees during/after catastrophic incidents.

Estimated Insured Property Losses,

U.S. Catastrophes, 2009-2018

(1) Includes catastrophes causing insured property losses of at least $25 million in 1997 dollars and affecting a significant number of policyholders and insurers. Excludes losses covered by the federally administered National Flood Insurance Program. As of November 20, 2019.
(2) Adjusted for inflation through 2018 by the Insurance Information Institute using the GDP implicit price deflator.
Source: Property Claim Services® (PCS®), a unit of ISO®, a Verisk Analytics® company; Bureau of Economic Analysis

The number of catastrophic events that occurred just in the United States during this 10-year period highlights how important it is for organizations to periodically and holistically assess communications and create an integrated, multidisciplinary approach that furthers their organizational communication goals.

To learn more about SummitET’s team of subject-matter experts, communication practitioners’ unique qualifications, and specific product offerings click here.

Contributor
Holly Hardin
Strategic Communications Manager
SummitET

Self-Preservation for the Communication Professional – Insight from the Frontlines

by SummitET | Mar 2, 2020 | Preparedness Blog

During COVID-19, communication professionals, worldwide, are working around the clock to gather, verify, and distribute critical information to their internal and external stakeholders. We are so busy gathering data that sometimes we overlook our personal and psychological needs. Recognizing the signs of psychological fatigue and reducing stress are important for the long-term well-being of a communication professional.

cartoon man running from information overload

With ever-changing information, the rapid growth and presence of social media platforms, and the public’s appetite for instantaneous information, the communication professional’s role becomes more complicated and stressful which places undue pressures on our psychological health. As with our stakeholders, psychological considerations can have tremendous impact on how we process information ourselves. We juggle issues such as message structuring, timeliness, accuracy, relevance, and delivery mechanisms to meet the informational needs of our stakeholders. However, we need recognize the importance of addressing and reducing our own psychological needs to remain an effective communicator. Addressing psychological impacts may require greater resources and manpower that may be in short supply or even nonexistent.

Recognize and Overcome

It’s important to recognize common reactions such as sadness, anger, fear, difficulty sleeping, or impaired ability to concentrate. To overcome some of this anxiety, consider integrating some of the following into your routine:

Impose a self-regulated “time-out” every two hours. Walk away from the action (i.e., down the hall, outside for a breath of fresh air, a cup of coffee, water break, etc.)
Walk around the building to clear your mind, perform simple exercises such as stretching, chair squats, wall push-ups, etc.
Employ a sense of humor with family, friends, and colleagues. Even in crisis situations, lighthearted moments occur. Don’t be afraid to capitalize on this opportunity. Laughter boosts the immune system, decreases stress levels, lowers blood pressure, and can relax your muscles for up to 45 minutes.

Develop a Strategy

cartoon images developing a strategy on a calender

Ask yourself the following questions when developing communication strategies:

Can you overcome the effects of your own mental noise as you develop communication strategies?
Will internal and external stakeholders trust you, your messaging, and your delivery mechanism?
How do/will you respond to internal and external frustration and outrage factors?
Can you rise above self-doubts, distorted communication, and outside influences to deliver a successful crisis communication strategy?

Early Detection

Early detection of psychological stressors and developing coping mechanisms will help all of us as we continue our goal of providing important information to our stakeholders. If you are feeling these stressors and you have access to “inside” information, think about your stakeholders’ perspective, lack of information, and how their stress levels may be increasing. Remember, science and research have shown us these are all normal feelings and emotions. For example, research by renowned social scientists and risk and crisis communications experts such as Dr. Vincent Covello provide a wealth of knowledge for honing and applying best practices in the communications work we do. A few important principles and concepts to integrate into your communications strategies are listed below:

Mental Noise – everyone suffers from mental noise
Example: personal/professional issues, looming deadlines, patient issues, etc.

Trust determination – demonstrated in verbal and non-verbal communication:

Empathy/caring
Competence/expertise
Commitment/dedication
Honesty/openness

pie chart for establishing trust in high stress situation

Negative dominance is based on previous experiences, hearsay, negative images, rumors/misinformation, words, etc.

Note: Negative experiences, words, or actions are usually embedded and remembered more than positive experiences/messages. Create as many positive messages and images as possible to counteract negatives.

Risk perception – what are the risks associated with the incident of concern? Are those perceptions-based factors such as personal experiences, hearsay, rumor/misinformation, etc.?

Chart of factors influencing risk perception

During your COVID-19 response activities remember there is a “me” in “team!” Hopefully, understanding the importance of “me” will help you and your teams maximize your strengths, grab the attention of your stakeholders, and lead to a cohesive communication response. For “me,” I am following the advice I teach in my risk and crisis communication training, by developing a three-part action plan;

What should be done?
What can be done?
What must be done? Developing and operationalizing your own personal action plan can help reduce stress levels, provide clearer direction, and boost your self-confidence.

If you’d like additional information on SummitET’s strategic communication assessment, planning, training, and exercise support capabilities, please contact info@summitet.com.

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Identifying and Addressing Misinformation and Combating Disinformation on Social Media: The Viral Spread of Coronavirus

by SummitET | Feb 18, 2020 | Preparedness Blog

The beginning of 2020 brought a heightened sense of health preparedness and focus on the importance of identifying misinformation and combating disinformation on social media. Misinformation is defined as inaccuracies stemming from an error in information gathering or reporting, while disinformation is intentionally fabricating false information to shape a point of view or a story. Distinguishing between misinformation, disinformation, and credible information is critical to stakeholder understanding regarding the impact of the Coronavirus (a.k.a. #2019nCoV). While a majority of information seekers may not be impacted by #2019nCoV, learning how to recognize reliable information sources during this outbreak or any other crisis event is important.

On January 30, 2020, the World Health Organization declared the #coronavirus outbreak a global emergency. As confirmed #2019nCoV cases are reported, and increased loss of life continues to make headlines, information about the health crisis has overtaken digital and social media.

Social Media Impact

According to Twitter, as of January 30, 2020, there have been over 15 million tweets on the topic. The spread of misinformation and disinformation is so prolific that big tech is actively trying to combat its voracity.

For example, Facebook is giving ad credits to the World Health Organization and Philippines Department of Health to share information and is also modifying its algorithm when users search for terms related to the outbreak.

YouTube is returning text results when users search for “coronavirus” and other terms related to the outbreak and is also pointing to authoritative video results.

Google is changing its algorithm to point users to verified information sources in search results and indicating when information has been fact-checked. Likewise, Twitter has modified its search results to point to authoritative, local-language information when people search for related terms.

Addressing Misinformation/Disinformation

The viral spread of misinformation and disinformation related to the outbreak also prompted the World Health Organization’s Director to specifically address the impact of rumors and misinformation.

According to the World Health Organization’s Director, Dr. Tedros Ghebreyesus, we must:

“accelerate the development of vaccines, therapeutics & diagnostics.
combat the spread of rumours & misinformation.
review preparedness plans, identify gaps & evaluate the resources needed to identify, isolate & care for cases, & prevent transmission.
share data, knowledge & experience with WHO & the world.”

The Department of Homeland Security Science and Technology Directorate’s 2018 publication on Countering False Information on Social Media in Disasters and Emergencies found social media information is typically shared with good intent. Researchers identified different characteristics of social media posts that lead information consumers to believe alternative behavior such as those which intentionally propagate malicious agendas with incorrect information include intentional versus unintentional; insufficient information; opportunist disinformation; and outdated information.

Taking Action

If organizations do not take the initiative to develop a foundation of trust and authenticity with stakeholders before a crisis, stakeholders will look to unofficial sources. Likewise, if social media information is not monitored and not corrected in a timely manner, rumors, as well as misinformation and disinformation will run rampant.

The scientific adage that nature abhors a vacuum also pertains to the flow of information during a crisis – even if that information is inaccurate or misleading. If we have learned anything from the #coronavirus outbreak, it is professional communicators must adapt their communication methods to combat the viral spread of misinformation and disinformation on social media.

Read more about how SummitET^® is addressing this issue with agency and private organizations. Or, see our workshop on Addressing Misinformation and Disinformation on Social Media.

You can learn more facts about the Corona Virus here.

World Health Organization Top tips for navigating the infodemic

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Communicating Technical Information to a Non-technical Audience

by SummitET | Mar 5, 2019 | Preparedness Blog

In my 30+ year career, I’ve been fortunate to be able contribute in some small way to some world class organizations. I’ve come to realize that my biggest challenges haven’t been the technical aspects, but the communication aspects of health physics and radiation safety. Here are some thoughts for those tasked with communicating technical information to a non-technical audience.

Energy deposition into soft tissue due to low energy photons may result in a biological insult with ramifications affecting… Wait a minute! What?!?! Does anyone really like sitting through a technical lecture about something they may not already be somewhat familiar with?

Okay, admittedly, some people probably do. However, I venture to say that most don’t…especially when all you’re really looking for is a little useful information. I’d rather not spend half my time simply trying to decipher the big words the intelligent person in front of me is using and missing the real message. I get it…you’re smart. Now, teach me something and help me to understand the topic. Health physicists (radiation safety professionals), medical physicists, or others knowledgeable about ionizing radiation and its effects oftentimes think they are doing a good job at communicating what they are trying to say, but are they?

"The two words information and communication are often used interchangeably, but they signify quite different things." -Sidney Harris

I refer to a quote I’ve often seen attributed to Sidney J. Harris: “The two words ‘information’ and ‘communication’ are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.”

My father used to tell me to speak with people, don’t talk at them.

I think this is pretty good advice from both men. And I think they’re saying the same thing. When trying to communicate complicated topics one must know the audience to whom they’re speaking, whether it’s an individual or a group of people, and what they expect or need. Is it an academic environment? Is it a stressful situation such as an emergency or an attempt to explain a medical procedure involving radioactive materials? Is it an individual who just wants to learn a little more about a topic? There are many things to take into account.

I come from a radiological background, but I think some things apply to most anyone trying to effectively communicate technical information.

Things to Consider

Here are some things I consider when delivering a presentation or simply answering a technical question with a non-technical audience.

Decide what it is you really want/need to convey.
Determine who it is that you are trying to reach and what they are wanting.
Are there analogies that can be used to simplify the message while still delivering the information? Having multiple analogies ready may be useful.
Is it necessary to be 100% correct (precise) when being 90% correct may simplify things and be a better way to get the true message across?
Be prepared for a “heckler” to point out what you missed if you go the 90% route. That said, is this “expert” really who you are trying to reach?
Watch audience response (body language, attentiveness, etc.) to help judge if your message is getting across.
Don’t open a can of worms you’re not willing/able to deal with, and stick to your area of expertise.
Be prepared for questions out of left field.
Be yourself.
Practice – try your message out on your neighbor, spouse, or another non-expert.
No need to cram every piece of information onto your presentation slides.
Use relatable visual aids
Solicit feedback and use it to improve for your next opportunity.

If you are a technical expert, your words have meaning. However, if nobody understands what you just said, why bother saying it? It takes effort, but becoming a good communicator of technical material has value…both to you and your audience.

Steve Sugarman, MS, CHP
Vice President and Corporate Health Physicist
Summit Exercises and Training LLC (SummitET^®)

Next Entries »

The Purpose of Message Mapping

Message Map Guidelines

Each Key Message < 3 seconds (or 9 words)

Entire Set of 3 Messages < 9 seconds (or 27 words)

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The Importance of a Crisis Communication Plan for Government and Non-Government Organizations

Four things to consider when building your crisis communication plan:

1. Crisis Decision Making

2. Psychological Factors to Consider

3. Effective Communication in a Crisis

4. Potential Communication Barriers

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Social Science

Strategic Communications

Bridging the Gap

Bringing this Capability to the Private Industry

What this means for Private Industry

Estimated Insured Property Losses,

U.S. Catastrophes, 2009-2018

Recognize and Overcome

Develop a Strategy

Early Detection

Social Media Impact

Addressing Misinformation/Disinformation

Taking Action

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Things to Consider

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