Crisis Communications Conference May 2017 John Rainford, Director, The Warning Project and instructor, Carleton University
Session 2 Outline Recap of Session 1 Predicting the communication challenge: Personal, Organizational, Societal The Norway Massacre: A deep dive
SOME INTERESTING RESULTS FROM PART 1
Honestly, what IS the goal of communication during emergency or crisis situations? A. To help those at risk protect themselves B. To minimize economic and social disruption C. To maintain confidence in the organization and its leadership 44% 3% 47% 6% D. To limit legal liability A. B. C. D.
In your EXPERIENCE, during emergencies or crises, senior decision makers ARE focused on reputational management? A. Strongly Agree B. Agree C. Somewhat Agree D. Neutral E. Somewhat Disagree F. Disagree G. Strongly Disagree 46% 27% 23% 4% 0% 0% 0% A. B. C. D. E. F. G.
In your experience, how significant is public communication to the effective management of an emergency or crisis event? A. Extremely important 84% B. Important C. Somewhat Important D. Not very important 16% E. Not important 0% 0% 0% A. B. C. D. E.
What percentage of your organizations resources (staff, time, $) are devoted to the public communication planning function? A. <30% 64% B. <20% C. <10% D. <5% E. <1% 18% 14% F. Other 0% 5% 0% A. B. C. D. E. F.
Reputation Management during Emergency/Crisis 2
Predicting the communication challenge: Personal, Organizational, Societal
Immediately following a traumatic event, what is the most common reaction? 1. Fight? 2. Flight? 3. Freeze? 28% 62% 10% 1. 2. 3. 11
Research findings: 10-15%: relative calm, unimpaired judgement and decision making 10-15%: counterproductive behaviour, adding to danger 75%: stunned and bewildered, impaired judgement and decision making
Common Emotional Responses to Traumatic Event Feeling nothing Depression Volatile feelings Common Behavioural Responses to Traumatic Event Common Cognitive Responses to Traumatic Event Poor concentration Disorientation Indeciveness Memory loss Suspicion Irritability Withdrawal Inappropriate humour
In high stress situations, decision making groups become more inclusive 1. True 2. False 79% 21% 1. 2. 14
Research findings: Decision making tends to be centralized Benefits: speed, political insulation, tighter control of information Risks: limits on perspectives, values, knowledge and analytical skills 15
Research findings: Decision makers adopt simplified and more basic forms of behaviour Decrease of the tolerance for ambiguity Decision making tends to be less adaptive
Organizations prepare for worst case scenarios? 1. Yes 2. No 100% 0% 1. 2.
Research findings: Crisis contingency planning and exercises not a priority Success is based in finding opportunity not contingency management Policy makers misinterpret or ignore signs of impending danger
Organizational leaders take charge and provide clear direction in crisis management 52% 1. True 2. False 48% 1. 2. 19
Research findings: Crises are multiorganizational, transjurisdictional, polycentric Key: lateral coordination, not top down command and control
During emergencies or crisis events, what is the most trusted source of information? A. Social Media B. Radio 24% 28% 28% C. Newspapers D. TV 17% E. Text alerts 3% A. B. C. D. E.
Trusted Information Sources during Hurricane Sandy 50 45 40 35 30 25 20 15 10 5 0 TV Radio Friends Social media Text
The research says social media doesn t matter as much as we think, why?
Crisis Communication Challenge: Recovery
Event Resolution Recovery EXERCISE EXERCISE EXERCISE
Norway Massacre, 2011
Terrorist Act 1: Bombing of the PM s office
Terrorist Act 2: Attack at Utoya
The Police Response
The Criticism Begins
In your opinion, was the public criticism of the police justified? A. Yes B. No 0% 0% A. B.
Two Contrasting Communication Strategies Police: withheld information, focused on blame, allowed information vacuum to be filled by media, others Devoid of empathy, defensive, reluctant to admit any fault Government: Quick and comprehensive communication reaction, Focused on community, Norwegian values Did not blame, cautious in reacting until all facts were known Reached out to key stakeholders including Islamic groups Admitted unpreparedness
Police Communication Approach 1 Tone: seen as overly self-righteous in their response to criticism Defensive strategy: police leaders were reluctant to admit any errors. There is nothing now that indicates that the police did not respond quickly to handle the situation
Researchers have argued due to the extreme circumstances, the public would have accepted a degree of error. A. Agree? B. Disagree? 0% 0% A. B.
Police Communication Approach 2 Most serious communication failure: police leaders attempted to hide or modify the facts in attempting to protect their reputation Media coverage: police leaders were not apologetic enough, with accusations that there was a lack of empathy and self-critique
Government Communication Approach 1 Use of positive frames: unity and democratic values, sympathy for the victims and their families, and resilience against terrorism Focus on core Norwegian values: eg. democracy defeats terrorism Note: The government was perceived as a victim of the attack.
Government Communication Approach 2 1 st external message: the PM was unharmed and safe 2 nd external message: focused on empathy, compassion, openness, and transparency. Strategy: regular press releases and communication, visits to damaged buildings, hospitals, churches and mosques
Police Error: Transparency No release of the number of deaths No release of information of the terrorist Massive media speculation filled the information vacuum, eg. It s Al Qaeda
Government success: Transparency Speed of communication A holding statement had been prepared beforehand, to be used in the event of such an incident Active role on social media in dissemination/monitoring
Symbolic vs. Conventional crisis communications Symbolic crisis communication: Focus on caring and empathy Prioritizes the impact on families and communities Conventional crisis communication: Focus on technicalities and rationality Prioritizes internal processes, rules and regulations
Despite not having all information, should the police have apologised immediately? A. Yes B. No 0% 0% A. B.
"On behalf of the Norwegian police I would like to apologise that we did not succeed in apprehending the attacker earlier," Police director Oeystein Maeland March 15, 2012
Trust levels in Police "We all applaud the prime minister for the way he led the nation after this attack," said Morten Høglund, of the rightwing Progress party. Stoltenberg loses election in 2013
EXERCISE EXERCISE EXERCISE
Recommendations: 1. Communication focusing on shared values 2. Put the interests of citizens at the centre of every strategic communication choice 3. Manage communication expectations of the political and executive levels 4. Supporting development of community resiliency living with fear, instead of in fear 5. Focus long term
Afternoon Scenario There s a massive concert scheduled for this Friday and it feels like the entire city is getting ready for the show. But worrying intelligence which the local, national and international police are aware of has increased the threat level to high.