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![Page 1: 1 Dr. Vincent T. Covello Director, Center for Risk Communication New York City Tel. 1-917-270-5280 Email: vincentcovello@yahoo.com Communication Skills.](https://reader035.fdocuments.us/reader035/viewer/2022070412/56649f005503460f94c16930/html5/thumbnails/1.jpg)
1
Dr. Vincent T. CovelloDirector, Center for Risk CommunicationNew York CityTel. 1-917-270-5280Email: [email protected]
Communication Skills for High Stress/High Risk Situations Master Class
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2 HERC v 3.11-2
Communication Skills for High Stress/High Risk Communication:Master Class
Presentation Outline
• Introduction/Overview• Tools and Skills • Resources• Strategies
\
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3
High Concern/Risk Communication Literature
• 8000 Articles in Peer Reviewed Scientific Journals• 2000 Books• Reviews of the Literature by Major Scientific
Organizations– US, National Academy of Sciences:
“Improving Risk Communication” (1989)– UK, Royal Society:
“Risk: Analysis, Perception and Management (1992)
Copyright, Institute for High Concern Communication
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4
Research Literature Examples
• Gladwell, M., “Blink”• Kahneman, D., “Thinking Fast and Slow”• Covello, V. and Hyer, R, “Effective Media Communication
During Public Health Emergencies============• Lehrerer, J., “How We Think”• Fisher, R., “Getting to Yes” (Ury, W., “Getting Past No”)• Ekman, P., “Emotions Revealed” (Also, “Telling Lies: Clues
to Deception”)• Tufte, E., “Visual Explanations”
Copyright, Institute for High Concern Communication
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5
High Stress/High Risk Communication Literature:
Dr. Randall A. Hyer and Dr. Vincent T. 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)
Copyright, Institute for High Concern Communication
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6
“Top Questions about Ebola:Simple Answers”
Dr. Vincent T Covello and Dr. Randall A. Hyer, 2014http://www.astho.org/Infectious-Disease/HERC v 3.1
1-6
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7
PARIETEL LOBE
FRONTAL LOBE
TEMPORAL LOBE
CEREBELLUM
OCCIPITAL
LOBE
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8Copyright, Institute for High Concern Communication
P
Parts of the Brain Involved in Fear Response
Amygdala
Hypothalamus
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9 HERC v 3.11-9
Topic Outline
• Introduction/Overview• Tools and Skills• Resources• Strategies
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10
Communication Skills for High Stress/High Risk High Communication:
Definition• A science-based approach for communicating effectively in:
• high stress situations• high risk situations• low trust situations• high stakes situations• controversial situations
•
HERC v 3.11-10
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11
High Stress/High Risk Communication Goals
Copyright, Institute for High Concern Communication
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12
High Impact Communication Skills: Application Areas High Impact Communication Skills: Application Areas
High Stress/High Risk Situations
• Health, Safety, and Environmental Issues• Cost Overruns/Project Delays/Operational Disruptions
• Controversial Approvals/Permissions/NIMBY• /• Employee Issues (e.g., complaints, bias, prejudice, discrimination) Crises, Emergencies, and Disasters
• Disease Outbreaks, Accidents, Emergencies
• Natural Hazards
• Other Crises (e.g., Shootings, Scandals, Sexual Abuse, Lawsuits, Protests)
Organizational Change• Mergers/Downsizing/Rapid Growth/Relocation/Reorganization
• Layoffs/Funding Cuts/Reforms
• Changes in Policies, Mission, Systems, or Strategic Objectives
High Stress/High Risk Situations
• Health, Safety, and Environmental Issues• Cost Overruns/Project Delays/Operational Disruptions
• Controversial Approvals/Permissions/NIMBY• /• Employee Issues (e.g., complaints, bias, prejudice, discrimination) Crises, Emergencies, and Disasters
• Disease Outbreaks, Accidents, Emergencies
• Natural Hazards
• Other Crises (e.g., Shootings, Scandals, Sexual Abuse, Lawsuits, Protests)
Organizational Change• Mergers/Downsizing/Rapid Growth/Relocation/Reorganization
• Layoffs/Funding Cuts/Reforms
• Changes in Policies, Mission, Systems, or Strategic Objectives
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13
Three KeyMessages
Copyright, Institute for High Concern Communication
High concern communicati
on is a science-based
discipline
High concern situations
change the rules of
communication
The key to high concern communication success is anticipation, preparation, and practice
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14
PARIETEL LOBE
FRONTAL LOBE
TEMPORAL LOBE
CEREBELLUM
OCCIPITAL
LOBE
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15
Message Preparation: Handout
“Basic Risk Communication/Message Mapping Templates”
Copyright, Dr. V Covello, Center for Change/Risk Communication
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16
Best Practices
Risk Communication/High Concern Communication Templates(see handout)– Rule of 3 Template– Primacy/Recency Template– 27/9/3 Template– CCO Template-- 1N=3P Template-- AGL-4 Template-- TBC Template
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17
PARIETEL LOBE
FRONTAL LOBE
TEMPORAL LOBE
CEREBELLUM
OCCIPITAL
LOBE
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18
HCC Literature:
Example
• “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
Copyright, Institute for High Concern Communication
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19
Limits of the Brain
Low Stress• Rule of 7
High Stress• Rule of 3• 27/9/3
Copyright, Institute for High Concern Communication
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20
Visuals
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21Copyright, Institute for High Concern Communication
P
Parts of the Brain Involved in Fear Response
Amygdala
Hypothalamus
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22Copyright, Dr. V Covello, Center for Change/Risk Communication
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23
Open House/Forum/Information Exchange
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24
Open House Meetings
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25
THEORIES, TOOLS AND TEMPLATES
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26
Best Practices
Risk Communication Templates (see handout)• Rule of 3 Template• Primacy/Recency• 27/9/3 Template• CCO Template• 1N=3P Template• IDK Template• AGL-4 Template
Copyright, Institute for High Concern Communication
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27
Trust Determination Theory
Mental Noise Theory
Negative Dominance Theory
Risk Perception Theory
HIGH CONCERN COMMUNICATION THEORIES
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28
High Concern/Risk Comm. Theories*
• Trust Determination– When people are stressed, they want to know that you care
before they care what you know
• Mental Noise– When people are stressed, they have difficulty processing
information – hearing, understand, remembering
• Negative Dominance– When people are stressed, they focus more on the negative than
on the positive
• Risk Perception– When people are stressed, the gap between perception and
reality widens* Holding constant other variables
Copyright, Institute for High Concern Communication
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29
Trust Determination Theory
TRUST DETERMINATION THEORY
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30 Copyright, Institute for High Concern Communication
Trust Determination
Theory
When people are stressed or upset, they typically: •want to know that you care before they care what you know
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31
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%
People Want To Know That You Care Before They Care What You Know
People Want To Know That You Care Before They Care What You Know
31
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32
Trust Determination Theory
When people are stressed or upset, they often distrust that others are: • listening, caring, empathy • honest, open, hard working• competent, expert
Copyright, Institute for High Concern Communication
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33
Case Study:
Walter Reed Hospital (2007)
• Q: “Do you hold yourself accountable for the squalid conditions provided for wounded soldiers at Walter Reed Hospital”
• 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 Hospital.”
• Q: “Why did you do so little?”• A: “Walter Reed Hospital is not
my only command.”
• Source: March 6, 2007, Washington Post
Copyright, Institute for High Concern Communication
MedComCommander, Walter
Reed HospitalGeneral K. Kiley
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34
Best Practices
Copyright, Institute for High Concern Communication
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35
Case Study:
BP Oil Spill (2010)
Copyright, Institute for High Concern Communication
![Page 36: 1 Dr. Vincent T. Covello Director, Center for Risk Communication New York City Tel. 1-917-270-5280 Email: vincentcovello@yahoo.com Communication Skills.](https://reader035.fdocuments.us/reader035/viewer/2022070412/56649f005503460f94c16930/html5/thumbnails/36.jpg)
36
Case Study:
BP Oil Spill (2010)
Copyright, Institute for High Concern Communication
BP CEO Tony Hayward
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37
BP Oil Spill (2010):BP CEO Tony Hayward
“I’m sorry. We’re sorry for the massive disruption it has caused their lives. And there is no one who wants this over more than I do. I’d like my life back.” (May 30, 2010)
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38
Mayor Giuliani, 9/11
“The number of casualties is more than any of us can bear ultimately.”
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39
Mayor Giuliani, 9/11
• “The number of casualties is more than any of us can bear ultimately.
• And I believe we will become stronger.
• Stronger economically, politically, and most importantly, emotionally.”
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40
Mayor Giuliani, 9/11
“The number of casualties is more than any of us can bear ultimately.”
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41
Trust Determination Theory
Copyright, Dr. V Covello,Center for High Concern Communication
Listening / Caring / Empathy
50%
15-20%
15-20%
Dedication/ Consistency / Commitment 15-20%
Honesty/Openness/
Transparency
Competency/Expertise
Assessed in first 30 seconds
![Page 42: 1 Dr. Vincent T. Covello Director, Center for Risk Communication New York City Tel. 1-917-270-5280 Email: vincentcovello@yahoo.com Communication Skills.](https://reader035.fdocuments.us/reader035/viewer/2022070412/56649f005503460f94c16930/html5/thumbnails/42.jpg)
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MOST CREDIBLE
Credibility Ladders
Copyright, Institute for High Concern Communication
High Credibility
Medium Credibility
Low CredibilityLEAST CREDIBLE
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43
MOST CREDIBLE
LEAST CREDIBLE
• Pharmacist
• Professor (medical research)
• Physician/Nurse/PhD
• Health Official
• Friend/Family member
(with personal experience)
• Middle manager
(drug manufacturer)
• Hired expert/consultant
• Company executive
(pharmaceutical)
Credibility Ladder:
Drug Safety/Drug Recalls (US, 2013)
Copyright, Institute for High Concern Communication
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44
Credibility Transference
A lower credible source takes on the credibility of the highest credible source that agrees with its position on an issue.
Copyright, Institute for High Concern Communication
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45
Credibility Reversal
• When a lower source attacks the credibility of a higher source, the lower source loses further credibility.
• The only information source that can effectively attack the credibility of another source is one of equal or higher credibility.
Copyright, Institute for High Concern Communication
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46
Credibility Reversal
.
Copyright, Institute for High Concern Communication
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47
Case Study:
Gulf War (1990-1991)
Copyright, Institute for High Concern Communication
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48
Templates:
Trust Determination
CCO Template
(C)ompassion
(C)onviction
(O)ptimism
Copyright, Institute for High Concern Communication
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49
Mental Noise Theory
MENTAL NOISE THEORY
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50 Copyright, Institute for High Concern Communication
Mental Noise Theory
When people are stressed or upset, they typically: •have difficulty, hearing, understanding, and remembering information
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51
Mental Noise Theory
0
20%
100
Stress and mental noise can reducethe ability to process
information by up to 80%
Copyright, Institute for High Concern Communication
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52
Templates:
Mental Noise
• Rule of 3 Template• Primacy/Recency
Template• 27/9/3 Template• AGL-4
Copyright, Institute for High Concern Communication
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53
Template:
27/9/3
• 27 words• 9 seconds• 3 messages
* Note: Words processed as phrases count as only one word
Copyright, Institute for High Concern Communication
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54
Template:
Primacy/Recency
“When people are stressed and upset, they typically focus most on that which is said first (primacy) and
last (recency).”
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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Template:
Average Grade Level (AGL) Minus 4
“When people are stressed and upset, they typically process information at four grade levels below their
average grade level.”
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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Non-Verbal Communication
• Provide up to 75 percent of message
• Override verbal content
• Are intensely and quickly noticed
• Are interpreted negatively
• Are specific to a culture
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57
Resource Materials:Non-Verbal Communication
• P. Ekman, “Telling Lies: Clues to Deception”• P. Ekman, “Emotions Revealed”• D. Morris, “Body Talk: A Dictionary of Human
Gestures”
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58
Puddles
Text
Text
Text
Flower Pots/Bird Baths
Text
Text
Text
Cup of Water
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Question: What can people do to protect themselves from …
Remove Standing Water
Wear Protective Clothing
Use InsectRepellent
West NileMessageMap
Long Sleeves
Long Pants
Dusk and Dawn
DEET
23%
Medical Research
Copyright, Institute for High Concern CommunicationHaiti, 2001
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5959Copyright Dr. V. Covello, Center for Change/Risk Communication HERC v 3.1Copyright, Dr. V Covello, Center for Change/Risk Communication
West Nile Virus Map:
Question: What can people do to protect themselves from …?
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
Puddles Long Sleeves
Cup of Water
Flower Pots/Bird
Baths
Long Pants
Dusk and Dawn
DEET
23%
Medical Research
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60
Tool:
Message Mapping Strategy – 7 Steps
1. Identify a high concern/risk related issue or scenario2. Identify key stakeholders (audiences) 3. Identify stakeholder questions and concerns4. Develop key messages5. Develop supporting information6. Conduct testing7. Plan for delivery
“Most of the concerns and questions of upset or concerned people can be predicted in advance.”
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The APP Template:Basic High Concern/Risk Communication Strategy
• Anticipate – Scenarios/Stakeholders/Concerns
• Prepare– Messages/Messengers/Means
• Practice– Drills/Exercises, Simulations/Rehearsals
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Supporting Message
Text
Text
Text
Supporting Message
Text
Text
Text
Supporting Message
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Text
Stakeholder: Question or Concern
Key Message 1(9 words on average)
Key Message 2(9 words on average)
Key Message 3(9 words on average)
MessageMap
Supporting Message
Supporting Message
Supporting Message
Supporting Message
Supporting Message
Supporting Message
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63
Template:
27/9/3
• 27 words• 9 seconds• 3 messages
* Note: Words processed as phrases count as only one word
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64
Negative Dominance Theory
NEGATIVE DOMINANCE THEORY
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65 Copyright, Institute for High Concern Communication
Negative Dominance
Theory
When people are stressed or upset, they typically: • focus much more on negative information than on positive information
===
1n=3p
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66
Templates:
Negative Dominance
• 1N=3P Template• IDK Template
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Loss Aversion Theory
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68
Negative Dominance (Loss Aversion) Theory
Positive Information 1
Negative Information
Positive Information 3
Positive Information 2
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1 N = 3P Template
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70
Case Study:
Walter Reed Hospital (2007)
• Q: “Do you hold yourself accountable for the squalid conditions provided for wounded soldiers at Walter Reed Hospital”
• 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 Hospital.”
• Q: “Why did you do so little?”• A: “Walter Reed Hospital is not
my only command.”
• Source: March 6, 2007, Washington Post
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MedComCommander, Walter
Reed HospitalGeneral K. Kiley
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71
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
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Template:
1 Negative = 3 Positives (1N = 3P)
• Balance negatives with three positives
• Avoid absolutes (“never say never”)
• Negative bias (non-verbal communication)
• Avoid repetitions high visual negatives
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73
Template:
I Don’t Know (IDK)
• Repeat the question (optional)• Say you don’t know/can’t answer/wish you could
answer• Give the reason(s) why 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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74
Risk Perception Theory
RISK PERCEPTION THEORY
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75 Copyright, Institute for High Concern Communication
Risk Perception Theory
When people are stressed or upset, they typically: • the gap between perception and reality becomes wider• look for information about trust, benefits, and control
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76
Risk Perception Theory:
Fear/Outrage Factors (short list)
Lower Concern/Fear
•Trustworthy sources•Large benefits•Under one’s control•Voluntary•Fair •Natural origin•Children not victims
Higher Concern/Fear
•Untrustworthy sources•Few or unclear benefits•Controlled by others•Involuntary•Unfair•Human origin •Children as victims
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77
Templates:
Risk Perception Theory
• TBC Template
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Template:
Trust, Benefits, Control (TBC)
Key Message 1: Trust Message
Key Message 2: Benefits/Fairness Message
Key Message 3: Control Message
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79
Risk Perception (Fear) Factors
Lower Concern/Fear
1. Trustworthy sources
2. Large benefits
3. Under one’s control
Higher Concern/Fear
1. Untrustworthy sources
2. Few or unclear benefits
3. Controlled by others
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• Trust– Listening/Caring– Competence/Expertise– Honesty/Transparency
• Benefits/Fairness – Societal– Community– Personal
• Control/Voluntariness– Choice– Voice– Knowledge– Actions/Things for people to do
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Risk Perception (Fear) Factors
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81
SPECIALTOPICS
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82 4A-82HERC v3.1
Addressing Cultural Diversity
Culture: Groups who share a common:
– Identity– Set of beliefs, values, and behaviors– Definition of boundaries (e.g., what is right and
wrong, proper or improper)– Definition of how life is to be conducted.
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83 4A-83HERC v3.1
“Iceberg” Model
BEHAVIORS
VALUES
CORE BELIEFS
SEE THIS
SEELITTLE OF THIS
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84
Cultural Diversity
Latino/Hispanic Risk Communication Model
•High Religiosity•High Family Values•Strong Gender Roles•Low Level of Trust in Government
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85
Special Topics
• Cultural Diversity
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86
Cultural Diversity
Latino/Hispanic Risk Communication Model
•High Religiosity•High Family Values•Strong Gender Roles•Low Level of Trust in Government
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87
Afghanistan: Values
• Hospitality• Saving Face• Honor • Religion• Respect for Elders
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88
Afghanistan: Gestures
• Avoid Using Left Hand • Do not pass things or touch food with left hand
• Personal space (closer than In West) • Do not show the bottom of your feet=====• Business cards (not widely practiced)
-- Take with right hand, treat with respect-- Place in table in front of you
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89
Special Topics
• Non-verbal Communication
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90
Non-Verbal Communication
• Provide up to 75 percent of message
• Override verbal content
• Are intensely and quickly noticed
• Are interpreted negatively
• Are specific to a culture
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91
Resource Materials:Non-Verbal Communication
• P. Ekman, “Telling Lies: Clues to Deception”• P. Ekman, “Emotions Revealed”• D. Morris, “Body Talk: A Dictionary of Human
Gestures”
Copyright, Institute for High Concern Communication
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92
CONCLUSION/SUMMARY
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93
Takeaways
• Three Takeaway Messages• Three Takeaway Tools• Three Takeaway Inspirational Quotes
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94
Three Takeaway Messages
Copyright, Institute for High Concern Communication
High concern communicati
on is a science-based
discipline
High concern situations
change the rules of
communication
The key to high concern communication success is anticipation, preparation, and practice
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95
Three Neuroscience-Based High Stress/High Risk Communication Tools
• 27/9/3 Template
(Rules of 3)• CCO Template• 1N=3P Template
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