1. RISK COMMUNICATION Some basic principles for successful change
Contact: CenterforRiskCommunication.org

2. Outcome
Develop a message to communicate the challenges and opportunity presented by the using PBL so students learn the deeper learning outcomes.

3. Premise: High stress changes the rules
Low Stress – clear channel
100
High Stress – restricted channel
20%
100
Low stress situations usually provide an unrestricted channel through which people can easily process most of the information provided them – hear, understand, remember
High stress creates mental noise that restricts channels significantly.
The potential pitfall is to presume that low stress capabilities exist in high stress circumstances.
Restricted channel poses two challenges: optimize the 20% window and reduce stress and mental noise by managing perceptions
Mental noise reduces the ability
to process information
on average 80%

4. Premise: High stress changes the rules
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5. Four critical criteria for effective message content
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Four critical criteria for effective message content
How?
Why?
Limit number/length of messages
No more than three key message elements at a time
Elements should be 7-12 words each
Mental noise and stress reduce the ability to process information
Concise
Use simple language
6th-8th grade reading level on average
Use simple construction
Avoid jargon
People under stress understand information at four grades below their education level
Clear
Recognize time limitations
Briefings: 15 minutes
Answers to questions: 2 minutes
Sound bites: 9 seconds
A person’s attention span starts to steadily diminish after 10 minutes and is completely gone after minutes total
Brief
These criteria make sense for most communication in most circumstances, but they are critical in high stress change
Each of these has specific definition for us
Concise means 3; compared to 7-10 in low stress
Clear means average 7th grade level; compared to 11th in low stress
Brief means 15-minute presentations; compared to 105-minutes in low stress
Positive means three positives (+1) to supplant one negative
These are difficult criteria to comply with, even with planning and preparation
They are nearly impossible without planning and prep
The Message Map is the tool that enables us to meet these criteria
Avoid negative language
Avoid the words “no”, “not”, “never”, “nothing”, “none”
Address questions by asserting “what is”, rather than refuting what “is not”
It takes three positives just to balance the effects of one negative (1N = 3P)
Repeating a negative, even to refute it, only reinforces the negative
Positive
Source: Center for Risk Communication

6. Message maps organize and prioritize information
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Message maps organize and prioritize information
Topic / Concern/ Question
Three types of message maps
Key message 1
Key message 2
Key message 3
Core message maps
Response-to-concern message maps
Answer-to-tough-question message maps
Supporting fact 1
Supporting fact 1
Supporting fact 1
Message maps have four significant benefits
Organize/prioritize/ validate information
Keep messengers on message
Prevent “communication regrets” (Veracity)
Trigger management actions
Supporting fact 2
Supporting fact 2
Supporting fact 2
A message map is the output product of a rigorous content engineering process
It is a repository of everything we have to say addressing each major topic or concern, organized and prioritized to focus on and support key messages
It assures the veracity of messages (likely impossible to support false information to three levels of three – no “spin” survives the rigor)
Most initial questions can be answered from a well constructed message map
Supporting fact 3
Supporting fact 3
Supporting fact 3
Source: Center for Risk Communication

7. Sample core message map (circa 47 BC)
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Sample core message map (circa 47 BC)
Key topic:
‘How goes the war?’
EXAMPLE
Key Message 1
‘I came’
Key Message 2
‘I saw’
Key Message 3
‘I conquered’
SF1
The journey was long and hard
SF1
The enemy’s armies were large
We traveled many days
Mountains were high
Valleys were deep
There were more troops than reported
Their numbers stretched to the horizon
More were arriving
SF1
We engaged the enemy forthwith
We attacked at dawn
We had the element of surprise
We found them in disarray
SF2
We suffered heavy loses
SF2
They were well armed and equipped
SF2
Our legions fought bravely
Many troops fell ill
Many were injured
Food and water grew scarce
They had the newest weapons
Every man was fully armed
They were re-supplied daily
Our troops advanced steadily
They were fearless in battle
They were undaunted by greater numbers
The risk / change comm research did not “discover” the power of 3 in message construction; the research merely confirmed the observations of Aristotle chronicled in his book “Rhetoric” as advice to ancient Greek debaters.
Julius Caesar studied Aristotle and followed this guidance in formulating his message to the Roman senate.
This timeless message derives from the same principles applied in message mapping today
These four critical criteria and the message map provide the key to optimizing the 20% capacity for processing information in high-stress change
SF3 Despite the difficulties we arrived in force
SF3
They were well positioned
They occupied the high ground
They were fully fortified
They deployed advance observers
SF3
The enemy is destroyed
We had the necessary legions
We had the necessary weapons
Morale was high
Their troops have deserted
They have abandoned their weapons
The victory is ours
Source: Center for Risk Communication

8. People typically lose attention after… 27 Words Nine seconds
27/9/3 Template
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People typically lose attention after…
27 Words
Nine seconds
Three Messages
…whichever occurs first
All leaders and sponsors should have a 27/9/3 response ready for each main topic of RAFP and each anticipated basic question.
The 27/9/3s come directly from the message maps
Source: Center for Risk Communication 8

9. 27/9/3 on 9/11
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10. 27/9/3 on 9/11
“Ultimately, the number is more than we can bear. I believe from this tragedy the city, nation and world will become stronger. Stronger economically, politically and emotionally.”
-- Mayor Rudy Giuliani

11. Without 27/9/3 for BP oil spill

12. 27/9/3 for BP oil spill -- BP CEO
“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)
-- BP CEO

13. Exercise Message Development

14. Message Mapping Procedure
Brainstorm basic facts
What we want to say about the topic
Cryptic, telegraphic language
Capture ideas – wordsmith later
Challenge and resolve differences
“No-spin” zone
If you say it, be able to verify it
Develop overarching Key Messages
Contact: CenterforRiskCommunication.org

15. Exercise Message Delivery

16. Messengers Matter
People judge the messenger before they judge the message
People judge the messenger primarily in terms of trust
Trust is judged primarily through actions, body language and verbal communication
Source: Center for Risk Communication 16

17. Core Message Template Convey respect for concerns
State three key messages (27-9-3)
Message one with two supporting facts
Message three with two supporting facts
Message two with two supporting facts
Repeat three key messages (exactly as stated before)
Describe future actions