Responding to Crisis

Communication Guidelines for Shipping and Airline Industries in the Caribbean

Monday, January 4, 2010

Crisis Communication Tips

Barbara J. Reynolds, Ph.D. Crisis Communication Specialist, Office of the Director, Centers for Disease Control and Prevention. Dr Reynolds is the author of the 2002 book Crisis and Emergency Risk Communication and CDC's Crisis and Emergency Risk Communication course

• In a crisis first impressions do count. People expect the first event update early but not necessarily to answer all their questions at once
• Before a crisis, understand audiences by their connection to the event, differences in psychological approach to crises, and culture.
• In a crisis, a lack of continuity, control & resources, or a lack of knowledge about the event can invoke fear and threaten social unity.
• Think you have a workable crisis communication plan? Who must clear your first messages? Ever timed it? Still think the plan works?
• Crisis planning begs for solid networking. No one can “go it alone” in crises and expect their communication to meet public demands.
• Sure crises are chaotic, but you can anticipate types of crises and the likely initial questions. A good plan is not “fill in the blank.”
• During a crisis, messages are judged on the speed of delivery and relevance. Answer questions that matter. Acknowledge what you don’t know.
• A quick way to lose credibility in a crisis is to have “competing” recommendations from responders. Work together for consistent messages.
• Understanding the pattern of a crisis helps communicators anticipate problems. Before a crisis, foster alliances with other responders.
• Show Respect: Treat people the way you want to be treated—the way you want loved ones treated—even when dire or “hot” facts must be given.
• Promote Action: Give people things to do. It calms anxiety and helps restore order.
• When people are hurting, express empathy: Acknowledge in words what people are feeling—it builds trust. “We understand this is worrisome”
• Do not withhold to avoid the “panic” that seldom happens. Uncertainty is worse than not knowing—rumors are more damaging than hard truths.
• Give facts in increments. Tell people what you know when you know it, tell them what you don’t know, and tell them if you will know later.
• In a crisis, if the information is yours to provide, do so as soon as possible. If you can’t—then explain how you are working to get it.
• To help save lives during disasters: be first, be right, and be credible. Messages should express empathy, promote action, and show respect.

Plane crash at Kingston's Norman Manley International Airport - JamaicaObserver.com

Plane crash at Kingston's Norman Manley International Airport - JamaicaObserver.com