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1
Risk Communication – Principles, Tools, &
TechniquesDr. Vincent T. Covello
Center for Risk Communication
Patricia A. MilliganOffice of Nuclear Security & Incident Response
April 1, 2010
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“The problem with communication is the illusion it has occurred.”
George Bernard Shaw
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3Copyright Dr. V. Covello, Center for Change/Risk Communication
Radiological Risk and Emergency Communications
Draft NUREG/CR-XXXX
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Project Objective
NRC, EP and Communications
• 10 CFR 50.47(b)(7)• 10 CFR 50 Appendix E
• NUREG-0654/FEMA REP-1
Copyright, Dr. V Covello, Center for Change/Risk Communication
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“…Dose rates of radiation equivalent to one mammogram per hour have been measured
at a location approximately one mile southwest of the plant.”
Press Release # 3, 2008 Bi-Annual Full Participation Nuclear Power Plant Emergency Preparedness
Exercise
“…Dose rates of radiation equivalent to one mammogram per hour have been measured
at a location approximately one mile southwest of the plant.”
Press Release # 3, 2008 Bi-Annual Full Participation Nuclear Power Plant Emergency Preparedness
Exercise
Copyright, Dr. V Covello, Center for Change/Risk Communication
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Project ObjectiveProject Objective• To compile information on best practices
and knowledge on risk communication before, during, and after a radiological emergency at a nuclear power plant.
• To provide this information to nuclear power plant licensees and local emergency responders.
(Note: This project is not regulation or evaluation criteria.)
• To compile information on best practices and knowledge on risk communication before, during, and after a radiological emergency at a nuclear power plant.
• To provide this information to nuclear power plant licensees and local emergency responders.
(Note: This project is not regulation or evaluation criteria.)
Copyright, Dr. V Covello, Center for Change/Risk Communication
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• Compilation of best practice in risk and crisis communication.
• Should not be seen at all as a new requirement.
• Use of these tools should help make your life easier.
• Compilation of best practice in risk and crisis communication.
• Should not be seen at all as a new requirement.
• Use of these tools should help make your life easier.
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Over 8000 Articles in Peer Reviewed Scientific Journals
• Over 2000 Books by Scientific Publishers
• Over 8000 Articles in Peer Reviewed Scientific Journals
• Over 2000 Books by Scientific Publishers
Risk Communication Research and Practitioner
Literature
Risk Communication Research and Practitioner
Literature
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AgendaAgenda
Part I: Core Concepts
Part 2: Templates
Part 3: Case Studies and Discussion
Part I: Core Concepts
Part 2: Templates
Part 3: Case Studies and Discussion
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
DefinitionDefinition
Risk: “a threat of loss, real or perceived, to that which we value.”
Risk: “a threat of loss, real or perceived, to that which we value.”
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
DefinitionDefinition
Risk: “a threat of loss, real or perceived, to that which we value.”
Risk Communication: “the exchange of information about risks.”
Risk: “a threat of loss, real or perceived, to that which we value.”
Risk Communication: “the exchange of information about risks.”
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Risk Communication:Definition
Risk Communication:Definition
• Is an interactive process of exchange of information and opinion among individuals, groups, and institutions
• Involves multiple messages about the nature of risk
• Involves messages not strictly about risk, such as legal and institutional arrangements for risk management
Source: “Improving Risk Communication,” National Academy of Sciences, 1989
• Is an interactive process of exchange of information and opinion among individuals, groups, and institutions
• Involves multiple messages about the nature of risk
• Involves messages not strictly about risk, such as legal and institutional arrangements for risk management
Source: “Improving Risk Communication,” National Academy of Sciences, 1989
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Mental NoiseMental Noise
• Threats (risks) produce stress
• Stress produces emotion
(e.g., anxiety, concern, worry, fear, anger, outrage)
• Stress and emotion produce mental noise, which can radically change the way people process information
• Threats (risks) produce stress
• Stress produces emotion
(e.g., anxiety, concern, worry, fear, anger, outrage)
• Stress and emotion produce mental noise, which can radically change the way people process information
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication GoalsRisk Communication Goals
• enhance knowledge and understanding
• build trust and credibility
• encourage appropriate attitudes, behaviors and beliefs
• enhance knowledge and understanding
• build trust and credibility
• encourage appropriate attitudes, behaviors and beliefs
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Over 8000 Articles in Peer Reviewed Scientific Journals
• 2000 Books
• Over 8000 Articles in Peer Reviewed Scientific Journals
• 2000 Books
Risk Communication LiteratureRisk Communication Literature
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication Literature: Example
Risk Communication Literature: Example
Dr. R. Hyer and Dr. V. Covello
“Effective Media Communication During Public Health Emergencies:
A World Health Organization Handbook”
World Health Organization, United Nations: Geneva, April 2007
(www.amazon.com or www.who.int/bookorders)
Dr. R. Hyer and Dr. V. Covello
“Effective Media Communication During Public Health Emergencies:
A World Health Organization Handbook”
World Health Organization, United Nations: Geneva, April 2007
(www.amazon.com or www.who.int/bookorders)
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“Communicating Radiation Risks”
Sample scenarios Pre-approved messages Lessons learned
“Communicating Radiation Risks”
Sample scenarios Pre-approved messages Lessons learned
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationHERC v 3.1Copyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication Literature:Example
Risk Communication Literature:Example
“Five Essential Elements of Immediate and Mid-Term Mass Trauma Intervention: Empirical Evidence,” Psychiatry, 70(4): 2007
Authors: Steven Hobfoll et. al.
Conclusion of ResearchProvide people a sense of:
• Hope• Self- and community efficacy• Safety • Calm• Connectedness
“Five Essential Elements of Immediate and Mid-Term Mass Trauma Intervention: Empirical Evidence,” Psychiatry, 70(4): 2007
Authors: Steven Hobfoll et. al.
Conclusion of ResearchProvide people a sense of:
• Hope• Self- and community efficacy• Safety • Calm• Connectedness
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication: Resources Risk Communication: Resources
• J. Lehrer, “How We Decide• M. Gladwell, “Blink”• R. Fisher, “Getting to Yes”• D. Morris, “Body Talk: A Dictionary
of Human Gestures”• E. Tufte, “Visual Explanations”
• J. Lehrer, “How We Decide• M. Gladwell, “Blink”• R. Fisher, “Getting to Yes”• D. Morris, “Body Talk: A Dictionary
of Human Gestures”• E. Tufte, “Visual Explanations”
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
“The Magic Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information”George A. Miller (Department of Psychology, Princeton University)The Psychological Review, 1956, vol. 63, pp. 81-97
“The Magic Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information”George A. Miller (Department of Psychology, Princeton University)The Psychological Review, 1956, vol. 63, pp. 81-97
Risk Communication Literature: Example
Risk Communication Literature: Example
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication:Core Concepts
Risk Communication:Core Concepts
When people are stressed or concerned, they typically:
• …have difficulty, hearing, understanding, and remembering information
• …want to know that you care before they care what you know.
• …focus most on what they hear first and last.
When people are stressed or concerned, they typically:
• …have difficulty, hearing, understanding, and remembering information
• …want to know that you care before they care what you know.
• …focus most on what they hear first and last.
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication:Core Concepts - continued
Risk Communication:Core Concepts - continued
When people are stressed or concerned: • …the gap between reason and emotion (risk
perceptions) often becomes wider.• …they typically focus much more on negative
information than positive information.• …they typically process information at four
grades below their education level.• …they typically seek out additional third
party sources of credible information.
When people are stressed or concerned: • …the gap between reason and emotion (risk
perceptions) often becomes wider.• …they typically focus much more on negative
information than positive information.• …they typically process information at four
grades below their education level.• …they typically seek out additional third
party sources of credible information.
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Seven Step Risk Communication Strategy
Seven Step Risk Communication Strategy
1. Identify a risk communication issue or scenario
2. Identify the primary stakeholders/target audience
3. Identify potential questions or concerns4. Develop key messages using message
mapping5. Develop supporting information for key
messages6. Test and practice messages7. Deliver messages through appropriate
communication channels
1. Identify a risk communication issue or scenario
2. Identify the primary stakeholders/target audience
3. Identify potential questions or concerns4. Develop key messages using message
mapping5. Develop supporting information for key
messages6. Test and practice messages7. Deliver messages through appropriate
communication channels
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication:
Core Principles
“Most of the concerns and questions of upset or concerned people can be predicted and prepared for in advance.”
Risk Communication:
Core Principles
“Most of the concerns and questions of upset or concerned people can be predicted and prepared for in advance.”
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello,Center for Risk Communication
“It takes me an average of two weeks to prepare an impromptu speech.”
Mark Twain
“It takes me an average of two weeks to prepare an impromptu speech.”
Mark Twain
Mark TwainMark Twain
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Stakeholder Predictability
“50 Most Frequently Asked Questions by Terminally Ill Patients”
Stakeholder Predictability
“50 Most Frequently Asked Questions by Terminally Ill Patients”
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Stakeholder Predictability
• “77 Most Frequently Asked Questions by Journalists in a Disaster” (handout)
Stakeholder Predictability
• “77 Most Frequently Asked Questions by Journalists in a Disaster” (handout)
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Stakeholder Predictability
“65 Most Frequently Asked Questions about Pandemic Influenza” (www.pandemicflu.gov)
“ 205 Most Frequently Asked Questions Following a Water Security or Water Contamination Event”
(USEPA, Effective Risk Communication during Water Security Emergencies” EPA/600/R-07/027)
Stakeholder Predictability
“65 Most Frequently Asked Questions about Pandemic Influenza” (www.pandemicflu.gov)
“ 205 Most Frequently Asked Questions Following a Water Security or Water Contamination Event”
(USEPA, Effective Risk Communication during Water Security Emergencies” EPA/600/R-07/027)
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Radiological Emergencies:
Project Finding
• Over 450 questions anticipated from the media and the public
• 14 categories of questions
(for example, questions about evacuation, sheltering in place, health and safety, KI, and economic impacts)
Radiological Emergencies:
Project Finding
• Over 450 questions anticipated from the media and the public
• 14 categories of questions
(for example, questions about evacuation, sheltering in place, health and safety, KI, and economic impacts)
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
“The Magic Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information”George A. Miller (Department of Psychology, Princeton University)The Psychological Review, 1956, vol. 63, pp. 81-97
“The Magic Number Seven, Plus or Minus Two: Some Limits on Our Capacity for Processing Information”George A. Miller (Department of Psychology, Princeton University)The Psychological Review, 1956, vol. 63, pp. 81-97
Risk Communication Literature: Example
Risk Communication Literature: Example
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Message Map Stakeholder Question or Concern:
Key Message9 words on average
Key Message9 words on average
Key Message9 words on average
Support-ing Info.
1.1
Support-ing Info.
1.3
Support-ing Info..
1.2
Support-ing
Info. 2.1
Support-ing Info.
2.2
Support-ing Info.
2.3
Support-ing Info.
3.1
Support-ing Info.
3.2
:
Support-ing Info.
3.3
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37Copyright Dr. V. Covello, Center for Change/Risk Communication HERC v 3.1Copyright, Dr. V Covello, Center for Change/Risk Communication
OverarchingMessage Map
West Nile Virus Map
Key Message“Remove Standing Water”
Key Message“Wear Protective Clothing”
Key Message“Use Insect Repellent”
1.1
1.3
1.2
2.1
2.2
2.3
3.1
3.2
3.3
Unattended swimming
pools
Long Sleeves
Cup of Water
Flower Pots/Bird
Baths
Long Pants
Dusk and Dawn
DEET
23%
Medical Research
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Copyright, Dr. V Covello, Center for Change/Risk Communication
AgendaAgenda
Part I: Core Concepts
Part 2: Templates
Part 3: Special Topics
Part I: Core Concepts
Part 2: Templates
Part 3: Special Topics
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication Templates (see handout)
Risk Communication Templates (see handout)
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
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Copyright, Dr. V Covello, Center for Change/Risk CommunicationCopyright, Dr. V Covello, Center for Change/Risk Communication
Risk Communication/Message Mapping Templates
Risk Communication/Message Mapping Templates
• CCO• CCO
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Caring/Empathy Principle
“When people are stressed and upset, they want to know that
you care before they care what you know.”
Caring/Empathy Principle
“When people are stressed and upset, they want to know that
you care before they care what you know.”
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The CCO Template The CCO Template
• Compassion
• Conviction
• Optimism
• Compassion
• Conviction
• Optimism
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Copyright, Dr. V Covello, Center for Change/Risk Communication
Assessed in first 9-30 seconds
Assessed in first 9-30 seconds
Listening/Caring/
Empathy/Compassion50%
Competence/Expertise 15-20%
Honesty/ Openness
15-20%
AllOther Factors
15-20%
Trust Factors in High Stress Situations
Trust Factors in High Stress Situations
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TemplatesTemplates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
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Contact: CenterforRiskCommunication.orgContact: CenterforRiskCommunication.org
Mental Noise Mental Noise (Attention Span)(Attention Span)
Mental Noise Mental Noise (Attention Span)(Attention Span)
0 100
Mental noise can reduce
the ability to process
communication up to 80%
20%
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TemplatesTemplates
• Rule of 3
• 27/9/3
• Primacy/Recency
• Rule of 3
• 27/9/3
• Primacy/Recency
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Mental Noise: The Rule of 3Mental Noise: The Rule of 3
Everything in Threes– Three Key Messages– Repeat Messages Three Times
(e.g., Triple T Model)– Key Messages Supported by Three
Supporting Messages or Three Credible Sources
Everything in Threes– Three Key Messages– Repeat Messages Three Times
(e.g., Triple T Model)– Key Messages Supported by Three
Supporting Messages or Three Credible Sources
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TemplatesTemplates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
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The 27/9/3 Template
The 27/9/3 Template
• 27 words
• 9 seconds
• 3 messages
• 27 words
• 9 seconds
• 3 messages
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TemplatesTemplates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
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Primacy/RecencyPrimacy/Recency
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Primacy/Recency
“When people are stressed and upset, they typically focus most
on that which is said first (primacy) and last (recency).”
Primacy/Recency
“When people are stressed and upset, they typically focus most
on that which is said first (primacy) and last (recency).”
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Primacy/Recency TemplatePrimacy/Recency Template
• Low Stress Situations:
Brain processes information based on linear order (e.g., 1, 2, 3)
• High Stress Situations:
Brain processes information based on primacy/recency (e.g., 1, 3, 2)
• Low Stress Situations:
Brain processes information based on linear order (e.g., 1, 2, 3)
• High Stress Situations:
Brain processes information based on primacy/recency (e.g., 1, 3, 2)
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Risk Communication Templates
Risk Communication Templates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
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Risk Communication Templates
Risk Communication Templates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
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AGL-4 Template
=======
AGL (Average Grade Level) Minus 4 (Four Grade Levels)
Template
“When people are stressed and upset, they typically process
information at four grade levels below their average grade
level.”
AGL-4 Template
=======
AGL (Average Grade Level) Minus 4 (Four Grade Levels)
Template
“When people are stressed and upset, they typically process
information at four grade levels below their average grade
level.”
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AGL-4 ShiftAGL-4 Shift
• Low Stress Situations:
Brain processes information at
AGL (average grade level)
• High Stress Situations:
Brain processes information at
AGL-4 (average grade level minus 4 grade levels)
• Low Stress Situations:
Brain processes information at
AGL (average grade level)
• High Stress Situations:
Brain processes information at
AGL-4 (average grade level minus 4 grade levels)
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Notification of Unusual Event
“Under this category, events are in process or have occurred which indicate potential degradation in the level of safety of the plant. No release of radioactive material requiring offsite response or monitoring is expected unless further degradation occurs.”
Source: NRC Web Site
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Message Maps
• Used to respond to high concern questions
• Contain clear, concise, layered information
• Contain vetted or screened messages for anticipated questions
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Message Mapping Goals
• Enhance knowledge and understanding
• Build trust and credibility
• Encourage appropriate attitudes, behaviors and beliefs
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Risk Communication Templates
Risk Communication Templates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
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1N=3P Template
====
1N (Negative) Equals
3 P (Positives) Template
“When people are stressed and upset, they typically focus more
on the negative than on the positive.”
(Negative Dominance Principle)
1N=3P Template
====
1N (Negative) Equals
3 P (Positives) Template
“When people are stressed and upset, they typically focus more
on the negative than on the positive.”
(Negative Dominance Principle)
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1N=3P (Negative Dominance)
1N=3P (Negative Dominance)
• Avoid absolutes • (e.g., never, always)
• Avoid Repeating Untrue Negatives/False Allegations
• Balance bad news with positive, constructive messages
• Avoid absolutes • (e.g., never, always)
• Avoid Repeating Untrue Negatives/False Allegations
• Balance bad news with positive, constructive messages
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Negatives
====
No, Not, Never, Nothing, None
Negatives
====
No, Not, Never, Nothing, None
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General K. Kiley, MedCom Commander, Walter Reed, Congressional Testimony
General K. Kiley, MedCom Commander, Walter Reed, Congressional Testimony
Q.: “Do you hold yourself accountable for the squalid conditions provided for wounded soldiers at Walter Reed”
A.: “I’m trying not to say I’m not accountable.”Q.: “How could you not have known?A.: “I don’t do barracks inspections at Walter
Reed.”Q. “Why did you do so little?”A. “Walter Reed is not my only command.”
Source: March 6, 2007, Washington Post
Q.: “Do you hold yourself accountable for the squalid conditions provided for wounded soldiers at Walter Reed”
A.: “I’m trying not to say I’m not accountable.”Q.: “How could you not have known?A.: “I don’t do barracks inspections at Walter
Reed.”Q. “Why did you do so little?”A. “Walter Reed is not my only command.”
Source: March 6, 2007, Washington Post
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Risk Communication Templates
Risk Communication Templates
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
• CCO
• Rule of 3
• 27/9/3
• Primacy/Recency
• AGL-4
• 1N=3P
• IDK
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I.D.K. (I Don’t Know) Template
I.D.K. (I Don’t Know) Template
• Repeat the question (optional)
• Say you don’t know/can’t
answer/wish you could answer
• Give the reason you don’t know or can’t answer the question
• Indicate follow up
• Bridge to what you can say about the issue
• Repeat the question (optional)
• Say you don’t know/can’t
answer/wish you could answer
• Give the reason you don’t know or can’t answer the question
• Indicate follow up
• Bridge to what you can say about the issue
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68Copyright Dr. V. Covello, Center for Change/Risk Communication
“If I had all day to cut a large tree,
I would spend most of the day
sharpening my axe.”
- Abraham Lincoln
“If I had all day to cut a large tree,
I would spend most of the day
sharpening my axe.”
- Abraham Lincoln
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• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
• Risk communication is a science-based discipline
• High concern situations change the rules of communication
• The key to risk communication success is anticipation, preparation, and practice
Risk Communication:
Key Messages
Risk Communication:
Key Messages
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“It takes me an average of two weeks to prepare an impromptu speech.”
- Mark Twain