EPR-Public Communications
L-015
Challenges in Public Communications
IAEA
International Atomic Energy Agency
Stress
• Uncertainty and danger create stress.
Stressed people think less clearly;
• Information needs to be direct and clear;
• Repeat things;
• People focus on what they hear first and
last;
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Factors influencing behavior
• Some cause inadequate perception of threat;
• Some influence message reception and
acceptance;
• These need to be managed for effective
communications;
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Rumours
• People in uncertain situation seeking
sensible explanations;
• Information in circulation based on
ambiguity, chaos and possible threat helps
people cope and make sense of danger;
• May be intentional or hostile.
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Rumour control
• Continue to provide frequent and complete information to
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the public;
If necessary, organize a rumour control centre, for
detecting, following, and responding to rumours;
PIOs should be trained to cope with rumours. Take into
account what kind of rumours would be the most
devastating for your organization. Study similar rumours;
Build strong and positive relationships with the public so
that rumours may be doubted if not rejected;
Ensure good internal communication within your
organization, so that it does not itself become a fertile
ground for rumour growth.
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Rumour control
• Reiterate facts through official information
dissemination;
• Even acknowledging a rumour may add to
its spread;
• Begin rumour control as soon as possible;
• Neglect a rumour only if it is harmless or will
fade by itself.
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Rumour stages
Start
Cause: uncertainty
and anxiety
Objective: prevention
Actions: provide
essential information
to remove uncertainty
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Assessment
Cause: lack of trust
and involvement
Objective: prevention
Actions: confirm
facts and truth; open
communication
channels
Spread
Cause: repetition and
changing messages
Objective: bring under
control
Actions: publish
denial providing
accurate information
End
Cause: lack of
relevance and
credibility
Objective: control
and stop repetition
Actions: preserve
truth; assess rumour
control; be alert for
repetitions
False alarms
• A warning issued without a real danger –
great problem in risk communications;
• Repeated false alarms reduce credibility of
warnings and issuing organization;
• Caused by rumours, mistakes,
misunderstandings and changes in events.
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Managing hostile situations
• Radiation emergencies can lead to public
anger and hostility;
• Environmental issues raise strong emotions;
• Hostility is directed at organizational
representatives;
• Bad management leads to mistrust and
erosion of credibility.
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Tips for managing hostile situations
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Acknowledge hostility;
Control apprehension;
Listen carefully;
Be prepared;
Communicate empathy and care;
Track messages;
Timely, factual communications secure trust
and counteract hostility.
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