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Crisis Leadership and Crisis Communication

Crisis Leadership and Crisis Communication. Andrew Blum, Ph.D ICONS Project Center for International Development and Conflict Management University of Maryland. Learning Objectives:. Understand the nature of a crisis.

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Crisis Leadership and Crisis Communication

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  1. Crisis Leadership and Crisis Communication Andrew Blum, Ph.D ICONS Project Center for International Development and Conflict Management University of Maryland

  2. Learning Objectives: Understand the nature of a crisis. Understand impact of a crisis on individuals and how it effects communication Learn tools for managing and communicating information in a crisis.

  3. Crisis: A working definition • Definition of “crisis” is subjective, based on perception of: • threat to one or more of an individual’s or organization’s basic values or missions, • finite time to make decisions and take action, and • lack of “standard operating procedures” or inability to implement SOP to address the situation

  4. Crisis Dynamics:Results from ICB Project • Elite process • High levels of stress • Reliance on cognitive shortcuts (analogies, stereotypes…) • Tendency to “forget the rules” • Awareness of different audiences than normal, public, media, etc.

  5. The Impact of Crisis on Individuals

  6. The Physiology of Stress Stress reactions are involuntary Perception of threat triggers both neural and hormonal reactions

  7. Our Body’s Design Our bodies are designed to help us survive. Crisis: lion is near Body’s reaction: send blood to muscle groups and RUN!

  8. Awareness of Stages of Stress Alarm Adaptive/Resistance Exhaustion

  9. Intense or Prolonged Stress Leads to: Difficulty thinking clearly Dwelling on meaningless activities Tunnel vision Expressing hostility or numbness Impulsiveness Feeling incompetent Reduced ability to retain information

  10. Mental Noise Theory When under stress, our cognitive ability is decreased significantly. Message retention falls by 80% or more. We cope by: Reducing complexity Acting on current beliefs Seeking analogies Blocking new information

  11. Expertise versus Empathy Low Stress: Message recipients focus on competence and expertise. High Stress: Message recipients focus on honesty and empathy

  12. Keep Messages Simple • No more than three messages • No more than ten seconds each • No more than 30 words • And then keep repeating these three messages. . . Famous Example: STOP! DROP! ROLL!

  13. Example: Mayor Giuliani on 9/11 1) If you’re below Canal St. Stay calm and walk north. . . 2) And the end result is going to be some horrendous number of lives lost 3) Right now we just have to focus on saving as many people as possible.

  14. Examples from USFS "Please do not feed wildlife. Animals that get food from people may become aggressive. Our foods may harm an animal's digestive system or even cause them death." "NIICD will purchase only multimode digital radios in the future. Analog radios will be replaced during normal replacement cycles. Contact Steve Jenkins for more information.

  15. BE PREPARED! • Virtually all concerns and questions for any crisis can be predicted in advance. • Prepare your messages to respond to these concerns in advance. Message mapping is one useful tool.

  16. Five Keys to Effective Communication in a Crisis • Clarity • Repetition • Honesty • Empathy • Efficacy (Give them something to do)

  17. Why clarity? Why repetition? - Because people are stressed.

  18. Why Empathy? - Because people are afraid or angry.

  19. Why honesty? - Because there is a threat. - Because you need to build trust.

  20. Why efficacy? - Because action is the antidote to fear.

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