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CERC: Crisis and Emergency Risk Communication— Introduction 2018 Update 1 CERC: INTRODUCTION CS 290397-A CERC: Introduction This chapter will introduce: Crisis and Emergency Risk Communications (CERC) The Six Principles of CERC Terms Associated with CERC The Phases of a Crisis and the Communication Rhythm The Role of CERC What is Crisis and Emergency Risk Communications (CERC)? The Centers for Disease Control’s (CDC) Crisis and pandemic illness, and earthquakes are just some Emergency Risk Communication (CERC) manual of the emergencies that we know could threaten provides an evidence-based framework and best any community at any time. Often, communicating practices for anyone who communicates on behalf information is the first and only resource available of an organization responding to a public health for responders to give affected communities at emergency.1 CERC is built around psychological the onset of an emergency. Through effective and communication sciences, studies in the field communication, we can impact how our community of issues management, and lessons learned from responds to and recovers from these potentially emergency responses. devastating emergencies. Emergencies can assault communities in an instant. Hurricanes, chemical releases, bombs, For the purpose of this manual, the term “emergency” describes any public health event or incident presenting risk to life, health, and infrastructure including natural, weather-related, and manmade destruction, infectious disease outbreaks, and exposure to harmful biological, radiological, and chemical agents. The term “emergency” encompasses “crises” and “disasters.” Why is CERC important? ready to act right away and need information on the “The right message at the right time from the situation and how to stay safe immediately. right person can save lives.” The CERC framework and its principles can help —Barbara Reynolds, PhD you provide the public with information to make CDC Senior Crisis and Risk Communication Advisor the best decisions and to accept the imperfect nature of choice, under incredibly challenging time constraints. You can help your organization and your When a crisis occurs, even if anticipated, initiating community prepare for, respond to, and recover from a full response can take time. The situation must be an emergency by using CERC’s six main principles:2 assessed and monitored for emerging or secondary be first, be right, be credible, express empathy, threats, resources must be allocated, and personnel promote action, and show respect. We can have a and materials must overcome any logistical or safety real and measurable effect on the wellbeing of our barriers to getting into the affected area. But the communities by what we say, when we say it, and affected people and those at immediate risk are how we say it. 2 CERC: INTRODUCTION The Six Principles of CERC Throughout these chapters, six principles of effective emergency and risk communications are emphasized: Be First: Crises are time-sensitive. Communicating information quickly is crucial. For members of the public, the first source of information 1 often becomes the preferred source. Be Right: Accuracy establishes credibility. Information can include what is known, 2 what is not known, and what is being done to fill in the gaps. Be Credible: 3 Honesty and truthfulness should not be compromised during crises. Express Empathy: Crises create harm, and the suffering should be acknowledged in words. Addressing what people are feeling, and the challenges they 4 face, builds trust and rapport. Promote Action: Giving people meaningful things to do calms anxiety, helps restore 5 order, and promotes some sense of control.3 Show Respect: Respectful communication is particularly important when people feel vulnerable. Respectful communication promotes cooperation 6 and rapport. Fully integrating CERC helps ensure that limited resources are managed well and can do the most good at every phase of an emergency response. 3 CERC: INTRODUCTION Terms Associated with CERC Crisis Communication The term “crisis communication” describes the Risk Communication: process of providing facts to the public about an Addressing Hazard and Outrage unexpected emergency, beyond an organization’s In CERC, “hazard” can be explained as the control, that involves the organization and requires amount of physical, structural, and economic an immediate response. The crisis may cause harm to damage caused by an event. “Outrage” is the an organization’s reputation or viability. level of emotion, concern, and even fear, anxiety, Confronted with the uncertainty of this type of and anger brought on by an event or threat. situation, crisis communicators must find a way to Good risk communication aims to keep outrage inform and alert the public about an emergency. The in proportion to hazard so people will have the content, form, and timing of crisis communication appropriate level of concern to motivate them can either help reduce and contain harm or make the to act according to the actual danger they face. situation worse. More information about hazard, outrage, and Communicator: Member of the organization risk is found in Psychology of a Crisis. impacted by the crisis Time pressure: Urgent and unexpected Crisis and Emergency Risk Message purpose: Explain and persuade Communication (CERC) Issues Management Communication CERC encompasses the urgency of crisis Issues management communication is similar to communication, empowers decision-making, crisis communication except the organization has and is communicated by an expert that may be a foreknowledge of the impending crisis and the participant. opportunity to choose when they will announce the During an emergency, decisions about risks and issue and reveal the organization’s plan to resolve the behaviors must be made within a narrow timeframe. issue.4 The decision may be irreversible; the outcome of the decision may be uncertain. The decision may need to Communicator: Member of the organization be made with imperfect or incomplete information. impacted by the crisis Emergency risk communication can be used to Time pressure: Anticipated; timing is somewhat help an individual make a decision in response to controlled by the communicator many questions, including the following: Message purpose: Explain and persuade 1. Should I seek medical treatment? Risk Communication 2. Do I need to treat my drinking water? Risk communication provides the community 3. Should I evacuate my home? with information about the specific type (good 4. Should I keep my child home from school? or bad) and magnitude (strong or weak) of an outcome from an exposure or behavior. Typically, CERC combines the need to communicate about risk communication is a discussion of a negative risks and benefits to your community under outcome and the probability that the outcomes will urgent time constraints. You can use CERC to occur. Risk communication can be employed to help provide information to guide individuals or entire an individual make a choice about a behavior such communities to make the best possible decisions as smoking, getting vaccinated, or undergoing a about their well-being during an emergency. medical treatment. Communicator: Expert who is impacted Communicator: Expert who is not directly by outcomes impacted by outcomes Time pressure: Urgent and unexpected Time pressure: Anticipated with little or no time Message purpose: Explain, persuade, and pressure empower decision-making Message purpose: Empower decision-making5 4 CERC: INTRODUCTION Issues Crisis and Communication Crisis Management Risk Emergency Risk Type Communication Communication Communication Communication Communicator Member of the Member of the Expert who is not Expert who is organization impacted organization impacted directly impacted by impacted by by the crisis by the crisis outcomes outcomes Timing Anticipated; timing is Urgent and Anticipated with little Urgent and somewhat controlled unexpected or no time pressure unexpected by the communicator Message Purpose Explain, persuade, Explain and Explain and Empower and empower persuade persuade decision-making decision-making. The Phases of a Crisis and the Communication Rhythm Every emergency, disaster, or crisis evolves in phases. and responding to an emergency. Consider them in Communication efforts and priorities align with decisions, gather feedback, and respond to their needs. these phases, and communicators need to adapt Provide two-way communication and engage in active and respond according to each phase. By dividing listening. (See more on Community Engagement). the crisis into the these phases—preparation, initial, Empower decision-making: Public health maintenance, and recovery—communicators can leaders and communicators can guide community anticipate the information needs of the media, members to make their own decisions by providing government organizations, private and public information about the situation, risks, resources organizations, and the people in an affected area. For available, and actions they can take. Give options each of these phases, specific types of information for communities to decide on their own, what is need to be created. in their best interest. (See more on Community Although some communication tactics change Engagement). through the phases of the crisis communication rhythm, communicators need to maintain three Evaluation: Evaluating a response does not just objectives throughout all phases: community occur in a formal after-action review; throughout
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  • Communication Strategies As a Basis for Crisis Management Including Use of the Internet As a Delivery Platform

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