Here’s how to communicate sensitive, frightening information to your staff
Question: It seems every time we turn around there’s another violent act or threat being reported. 9/11. Deaths due to e-coli in ground beef. Anthrax letters. The sniper shooting people in Washington, D.C. In the wake of all those incidents, I’m wondering about the right way to communicate sensitive or scary information to employees. Are there any do’s and don’ts that you can share?
Answer: That you ask such a question is a sign of the times in which we live. Like it or not, we must confront the reality of these uncertain, risk-filled times. We must be prepared and we must be vigilant. This is true not only at the national level but at the local level. It is also true at the workplace level. For example, disaster recovery planning is a must today. So, too, is having a plan for communicating risks and threats.
Having a well-reasoned, thoughtful risk communication plan in place is simply good business at this point. Having a sound plan in place ensures that you will not be caught off guard if a risk or threat comes about. The old Boy Scout credo that says, "Be prepared," has never been more applicable. Within the context of risk communication, it suggests that that you must be proactive in making your employees aware of emerging risks. Making your employees aware of threats builds knowledge and knowledge leads to action. That’s the point-to create an informed workforce that is armed with knowledge so that they can take more meaningful action if a threat does arise.
Too often, though, organizations hesitate to invest in building a risk communication plan. There are many reasons for this. A study by Cross and Associates identified these common myths that interfere with building an effective risk communication program:
Sound familiar? I’m sure you’ve heard most, if not all, of these before. The common thread in all these items has to do with believing that people aren’t going to be able to handle it, aren’t up to the rigors associated with the risk, have ulterior or selfish motives, etc.
Yet, holding back information or failing to communicate that a risk or threat exists only serves to make the problem worse.
Frankly, underestimating the hardiness of your people is a mistake. Researchers have found that people can be surprisingly resilient and resourceful when they are provided with information about a risk. In fact, access to information is in some ways the key to minimizing and dispelling unfounded fears or apprehensions. Among others things, researchers have discovered that people’s perceptions of the magnitude of risk are influenced in the following ways:
So, in light of the preceding, what should you do to build a credible risk communication program? Here are seven basic rules, suggested by Covello and Allen, researchers with expertise in this area:
Ultimately, employees rely on their employers to keep them informed, particularly when it comes to high stakes issues and concerns. Employees are not mind readers, nor are they empathic. So, help them out by building an effective risk communication plan.
You owe it to them.
As Dr. Barry Johnson, former Assistant Surgeon General, has stated, "If we have not gotten our message across, then we ought to assume that the fault is not with our receivers."
Daniel Schroeder, Ph.D., of Organization Development Consultants, Inc. (ODC), provides "HR Connection." Small Business Times readers who would like to see an issue addressed may contact him at 262-827-1901, via fax at 262-827-8383, via e-mail at schroeder@odcons.coms, or via the Internet at www.odcons.com.
Nov. 8, 2002 Small Business Times, Milwaukee
