Communicating in Risk, Crisis, and High Stress Situations: Evidence-Based Strategies and Practice. Vincent T. Covello

      

      Table of Contents

      1  Cover

      2  Series Page

      3  Title Page

      4  Copyright Page

      5  A Note from the Series Editor

      6  Acknowledgments

      7  Author Biography

      8  1 The Critical Role of Risk, High Concern, and Crisis Communication 1.1 Case Diary: A Collision of Facts and Perceptions 1.2 What Will Readers Find in This Book? 1.3 Why You Will Use This Book 1.4 The Need for This Book – Now

      9  2 Core Concepts 2.1 Case Diary: Recognizing Change as a High Concern Issue 2.2 Defining the Concept and Term Risk 2.3 Defining the Concept and Term Risk Communication 2.4 Risk Communication and Its Relationship to Risk Analysis 2.5 Defining the Concepts and Terms High Concern and High Concern Communication 2.6 Defining the Concept and Term Crisis 2.7 Defining the Concept and Term Crisis Communication 2.8 Chapter Resources Endnotes

      10  3 An Overview of Risk Communication 3.1 Case Diary: Complex Issues Destroy Homes 3.2 Challenges and Difficulties Faced in Communicating Risk Information 3.3 Changes in How the Brain Processes Information Under Conditions of High Stress 3.4 Risk Communication Theory 3.5 Risk Communication Principles and Guidelines 3.6 Key Takeaway Concepts and Conclusions from this Overview Chapter 3.7 Chapter Resources Endnotes

      11  4 Development of Risk Communication Theory and Practice 4.1 Case Diary: Origin Story 4.2 Introduction 4.3 Summary 4.4 Chapter Resources Endnotes

      12  5 Stakeholder Engagement and Empowerment 5.1 Case Diary: A Town Hall Public Meeting Goes Very Wrong 5.2 Introduction 5.3 Levels of Stakeholder Engagement 5.4 Benefits of Stakeholder Engagement 5.5 Limitations and Challenges of Stakeholder Engagement 5.6 Techniques and Approaches for Effective Stakeholder Engagement 5.7 Meetings with Stakeholders 5.8 Chapter Resources Endnotes

      13  6 Communicating in a Crisis 6.1 Case Diary: The Challenge of Partnership in a Crisis 6.2 The Three Phases of a Crisis 6.3 Communication in the Precrisis Preparedness Phase 6.4 Communications in the Crisis Response Phase 6.5 Communicating Effectively about Blame, Accountability, and Responsibility 6.6 Communicating an Apology 6.7 Communications in the Postcrisis Recovery Phase 6.8 Chapter Resources Endnotes

      14  7 Foundational Principles 7.1 Case Diary: “A” Is for “Apples” 7.2 Message Perception and Reception in High Concern Situations 7.3 Message Filter Theory: A Set of Principles Drawn from the Behavioral and Neuroscience Literature 7.4 Case Study: COVID‐19 and Risk Perception Factors 7.5 Message Filters and the Brain 7.6 Message Filters, Perceptions, and Models of Human Behavior 7.7 Message Filters, Perceptions,