Communication Channels between the Response Team and External Agencies - Essay Example

You have been designated as Director of Media Relations during a disaster scenario. Describe the steps you would take to establish an effective media relations capability. What are the critical success factors that if achieved would indicate a successful media relations campaign? The elements of a good communication strategy include appropriate stakeholder assessment, goals or objectives and a correct way to evaluate results (Goldschmid, 2011). As the Director of Media Relations, I will include these elements and the following in how I will communicate with the general public: “what to release?, when to release it?, how to release it?, where to release it?, whom to release it to?, and why to release it?” (Leader for Leaders, 2010). The first step I will take before making any public interviews or communication is to analyze the different stakeholders involved in the specific disaster scenario. This entails the identification and relationship of various stakeholders to the current situation. The second step I will take after identifying the different stakeholders is to determine what specific goals or objectives I have to achieve so the needs of all those involved are addressed. Last but not the least is the third step where an appropriate technique for appraising results is established (Goldschmid, 2011). In a disaster situation, the stakeholders are the general public and the various agencies who are involved in the operation. Having been able to determine those concerned in the disaster scenario, my objective now as the Director of Media Relations is how to communicate effectively with all of them bearing in mind the factors of communication failure and success. According to Leaders for Leaders (2010) there are five types of communication letdowns that often jeopardize the success of an operation in disaster situations. These communication letdowns or failures which I must avoid are: “1. mixed messages from multiple experts; 2) information released late; 3) paternalistic attitudes; 4) not countering rumors and myths in real time; 5) public power struggles and confusion” (Leaders for Leaders, 2010). Receiving different messages from professionals dealing with a disaster situation is very confusing because what the public needs is a consistent kind of information that gives them a straightforward advice to follow. Therefore the messages given out by the various agencies involved in the operation must be consistent with each other so that the people do not lose faith in officials making the statements. Aside from this a back-up plan must be established when and if the normal communication lines get damaged, which makes it hard for everyone to communicate with each other. A perfect example is the time when Hurricane Hugo devastated South Carolina, where all the communications of relief agencies from various levels of the government were unable to coordinate with each other making the whole relief operation inefficient (Miskel, 2006). The next kind of communication failure is the information released late, where the public is left guessing as to what is really happening and what they should do. In cases of disaster an immediate answer is necessary to prevent the people from taking steps to follow the advises of others whose only interest is to take advantage of the present situation. The third communication failure is paternalistic attitudes where certain facts are withheld. It is essential that people must be given the true facts about the situation and are given the leeway to come up to their own conclusion. By telling the public what they need to know, they are in a better position to decide whether they should or should not be worried about the disaster that happened (Leaders for Leaders, 2010). The fourth communication failure is not countering rumors in real-time. To be able to respond to false information, agencies involved in the recovery operations must monitor the situation as it progresses. This involves being tuned to all information outlets like broadcasts from television and radio networks; and the local and national newspapers. It is vital to be able to immediately clarify false statements or data to prevent rectifying errors that resulted to misleading information. The fifth communication failure is the power struggles or confusion. This kind of communication malfunction defies having a unified command where the political leaders of a certain locality or state have not openly communicated as to what steps they will take so that they are moving in one direction. If this occurs, the public will start to wonder what is really happening, who is in charge, and who is telling the truth. The negative conclusion might be that the political leaders may have hidden agendas which will make their constituents doubt whatever they are saying (Leaders for Leaders, 2010). To accomplish a successful media relations campaign as the Director or Media Relations, I will carry out the following five (5) steps to communication success, which are as follows: 1) execute a solid communication plan, 2) be the first source of information, 3) express empathy early, 4) show competence and expertise, and 5) remain honest and open (Leaders for Leaders, 2010). To be able to execute a solid communication plan needs committed response officials who can give quick consistent answers in a short time frame since the successful outcome of the overall relief and recovery operation is seen in the management of its communication channels. The second communication success is - be the first source of information. This means that the agency or agencies responsible for the disaster operation must be able to give out fast and reliable answers or messages before other messages comes out to prevent confusion. The next communication success is express empathy early, which means having the “ability to understand what another human being is feeling” (Leaders for Leaders, 2010). Empathy must be stated “in the first 30 seconds” of starting a message, since the people need to hear and understand that the official giving the message know what they are going through. This will alleviate the feelings of anxiety and fear, making them more open to hear what the message is all about. The fourth communication success is to show competence and expertise. Having been chosen to become a leading figure in a disaster operation means being qualified enough to do the job. It is important that before giving out any form of message to have facts to back it up making it reliable and credible. Last but not the least communication success is – remain honest and open. Give the people information that is supported by facts. When circumstances dictate that critical information must be withheld, be honest to inform the general public that you are withholding such information and the reason behind it. Telling people that they should not panic requires an explanation as to why they should not panic. Being truthful eliminates a higher risk of giving out erroneous details that cannot be supported by factual data (Leaders for Leaders, 2010). The proper technique to assess whether I achieved by goal or objective in the messages or communication I have given is to know the audience response by using survey methods, which will indicate if my messages obtained favorable or unfavorable reactions or if my messages drew interest from my target audience. The results will help in improving future communications that will be made lessening problems regarding its impact (Pundit, 1999). 2. A member of your response team has been chosen to manage the project of establishing communication channels: a) Within the response team and b) between the response team and external agencies like FEMA. What advice would you provide your team member? To be able to develop good communication control within the response team I would advise my team member to make an assessment of the working knowledge of all the members of the response team. This is essential because group members can usually be classified into two main groups – those who are more technologically inclined and those who are not (Brenner, 2011). In order to have a smooth flow of communication within the response team means everybody must know how to talk with each other putting aside what one knows and what one does not know. To do this, I will advise my team member to hold a meeting and to lay out all the cards on the table, where everyone on the team must follow a standard procedure of communication to avoid hassles. This will normally entail designating a particular work to each team member, depending on expertise, and the appointment of one team member who will collate all information gathered to be assembled as one general report. The report must be handed over to the team member who was chosen to manage the project of establishing communication channels. Also it must be strictly implemented that all members of the response team are not free to discuss all gathered facts about the current disaster situation because the main spokesperson in behalf of the team might need to withhold some information that cannot be divulged right away (Brenner, 2011). Considering that some information are quite sensitive or as of the moment are not yet verified may lead to liability issues that can affect the whole operation in case a team member gives out information to individuals outside the team. In addition to the advises I have given to my team member, I will further give the advice that he or she must encourage all team members to be open about any problems within the group so a solution can be implemented. Personal conflicting problems cannot be avoided since the working environment is under pressure; and for the team to function efficiently it is important to encourage proper communication by listening and giving everyone a chance to speak. In establishing communication channels between the response team and external agencies like FEMA, my best advice to my team member is to be honest about all the information that is being disseminated. Truthful information based on facts provides logical and reliable knowledge for third parties that will leave little room for biased speculations and doubts. It is vital to learn what the stakeholders want to know, so when they asks questions about the topics that they are concerned about, answers must be given immediately. If information or answer is given late the normal reaction from people outside the response team would be to come up with answers that have no basis at all. The worst thing that can happen is that the gaps within the given information will be filled in by rumors from other sources which are often pure hearsays (Brenner, 2011). When this occurs it will naturally erode the trust of the stakeholders on the capability of the response team to handle the communication aspects of the operation. Therefore, I will strongly advice my team member to go out his or her way to know the concerns of the different stakeholders related to the disaster operation. And once the concern is known, to issue a message directly to the particular stakeholder answering questions accurately and quickly. Allowing questions and concerns to go unanswered for an indefinite period of time will unnecessarily give out a wrong message of not being adequately capable to handle the job; which will eventually lead people to make up their own answers to the questions that were not addressed accordingly (Brenner, 2011). References Brenner, R. (2011 March 23). 101 Tips for Communication for Emergencies, Chaco Canyon Consulting. Retrieved from: http://www.chacocanyon.com/products/techdivide.shtml Goldschmid, P. (2011 February 01). A Structure Communication Plan of A Sustainable Social Media Strategy, Patricia Goldschmid’s Blog. Retrieved from http://comminsight.wordpress.com/2011/02/01/a-structured-communication-plan-is-the-foundation-of-a-sustainable-social-media-strategy/ Leaders for Leaders. (2010 April 27.). Crisis and Risk Emergency Communications. Retrieved from: http://emergency.cdc.gov/cerc/index.asp Miskel, J.F. (2006, August 30). Disaster Response and Homeland Security: What Works, What Doesn’t, Praeger Security International, 2006. ISBN: 027599211X Pundit, P.R. (1999 March 17). Evaluating Public Relations Effectiveness. Retrieved from: www.prpundit.com/PR Tools/prtoolsPdf/?evaluating.pdf Read More