Strategic Communications Plan

Size: px

Start display at page:

Download "Strategic Communications Plan"

Naomi Scott
6 years ago
Views:

1 Strategic Communications Plan Marie Dufkova IAEA Workshop, Warszaw 2012

2 It takes 20 years to build a reputation and five minutes to ruin it. Warren Buffett

Nuclear Communication is: Science Communication, expert information delivered to layman Risk Communication (let s talk about it, it started to be normal ) Communication with many target groups (and

3 Nuclear Communication is: Science Communication, expert information delivered to layman Risk Communication (let s talk about it, it started to be normal ) Communication with many target groups (and each group needs specific approach) Political Communication, perceived politically Communication which suffers stereotypes and mistakes of past Influenced by what happened on the other side of the world (let s keep global nuclear communication)

Science Communication For those who know it is hard to imagine what is it like not to know Scientists are talking, people listening (?) what about the feedback?

4 Science Communication For those who know it is hard to imagine what is it like not to know Scientists are talking, people listening (?) what about the feedback? You can not turn layman into mini-experts. You can only experiment with the types of communication. To communicate science, you have to use a vivid story, easy to remember, or interesting imagination. Use comparisons, examples. People believe only other people, not machines. In fact, people are much more sensitive to rational arguments than we believe! Problem: science is not infallible, and is based on the principle of doubt. But people want a clear statement. What to do? Possibilities: answer with counter-question, arouse thinking to show that nuclear scientist is a person like me

Risk Communication = how to talk to people about their fears Human reaction to anything is first of all emotional We take your fears seriously A medicine for fear is listening, explanation of

5 Risk Communication = how to talk to people about their fears Human reaction to anything is first of all emotional We take your fears seriously A medicine for fear is listening, explanation of perspectives, future and option. The public must be alloved to participate and vote. Be prepared to admit the accident and be able to explain what happens, what will follow. In the face of fear, every debate causes disaster. Whatever you say, whatever best argument you have, you are always perceived as Goliath (monopoly, technocrat, impersonal, abusing power...) against David (poor, frightened...). You just have to listen, express understanding and respect. Non-verbal component is more important than the content of speech and arguments. Let women to communicate about the risk.

6 Crisis Communication Every crisis is a potential possibility to win and turn thing in ones favor. Communicate as soon as possible, although in case you do not have all the information assure that it will be clarified later. The duty of communicator in a crisis is to generate new messages every minute. Prepare your story to the media, because otherwise they take any nonsense from anyone else. Be first who tells your story, othervise somebody else will do it in a way that you do not like. The most important are the first moments of crisis - what do you say and how you behave, it will be repeated many times on the media. Do not let to speak only a spokesperson, credibility can raise when managers are talking. At the time of records and the Internet, nothing is forgotten. Watch the consistency of your statements. Use images (photos, animation, charts, illustrations). Good organization is necessary be prepared in advance, have a plan. Who is talking must be a hundred percent convinced of the truth. Only the person who is convinced can convince others.

7 Politics and Polititians Public acceptance will increase after a positive political statement. Decision Maker must be provided with enough understandable and accurate information directly from the investor. Generate information often and in many different ways, focusing on different groups of decision makers. Do not promise anything! People remember and do not forgive failure. Do not change the sponsorship strategy as long as possible. Nuclear accident anywhere is an accident everywhere. Prevent nuclear to become an election issue.

8 Nuclear as a normal part of daily life Understandability, human face, avoid jargon. Show people working in nuclear industry they are healthy, have children, love them and care about them, do not want harm anybody. We are not mad scientists. Communication priority is not to glorify and praise nuclear, but talk about it as about normal part of modern life in a modern world and necessary part of sustainable energy mix. The right message for the public is not we need nuclear", but "you need electricity. Homer Simpson has done more for nuclear communication than we did.

Talking about the future Do not allow the idea that nuclear is old-fashioned. If we play the media game nuclear is not promising, nuclear has no perspective" we kill it.

9 Talking about the future Do not allow the idea that nuclear is old-fashioned. If we play the media game nuclear is not promising, nuclear has no perspective" we kill it. We need to show the opposite: statistics on the nuclear industry development, predictions of the future. Reports from places where new nuclear projects are in progress. Using the word "growth", "Challenge," Perfection". It is necessary to involve Nuclear Young Generation. Talk about sensations, what is new, wonderful, extraordinary. Talk about new discoveries in nuclear science. Popularize.

11 Corner stones of Communications plan Know the initial conditions, climate in the society, etc. Identify your goals Identify and profile your audience (stakeholders, target groups) Develop messages Select communication channels Choose tools (activities, materials) Establish partnerships and alliances Implement the plan Evaluate Modify according to a feedback and make mid-course corrections Good preparation is 90 % of your success

12 Goals Determine starting point and starting conditions. Identify Short-term goals, mid-term goals and long-term goals. Before setting the goals, answer the questions: What issue is most important right now? Who is most affected by the issue stated above? Who makes decisions about the issue? Goals have to be measurable: How will you evaluate whether the goal has been achieved? (What change would you be able to observe?) What tangible outcomes would you like to achieve through your communications effort? How will you know you are achieving your goals? Well defined goal is a key to any good communications plan.

13 To sign memorandum of understanding To avoid demonstrations

14 Identify and Profile Audience Examples of target groups: politicians, media, local citizens, local representatives, opinion leaders, pressure groups, cross-border countries, employees, scientists and specialists, young people For each target group specify: knowledge, attitudes, behavior and starting position for communication with them. What of it must be changed in order to meet your goal? Identify who could be your allies or partner in communication. For each target group describe, what you know about this audience s knowledge, attitudes and behaviors as they relate to your issue. What are the characteristics of this audience? How do they spend their time? What is their gender, ethnicity and income level? How have they been educated? What are the barriers to this audience fully supporting or participating in reaching your goal? What are the benefits if they do? What or who are they influenced by? What makes new information credible for them? What or who could motivate change or action?

15 What is it Stakeholder Stake in something (an event, a concern, etc.) figuratively means to have something to gain or lose by, or to have an interest in, the turn of events Any actor-institution, group or individual with an interest in or a role to play in the societal decision making process A person or organization that has a vested interest in the project - either positive or negative Passive entities become stakeholders after they actively engage with an organization or issue The range of stakeholders is wider than visible and expected proper identification of all stakeholders is not easy task but it is a key! - There is constant influx of stakeholders there are still new and new - Many projects may have the same set of stakeholders but need different messages or challenges

16 Identifying stakeholders who makes decisions who is influential who will be affected who can promote a decision who can obstruct a decision who can help, be in alliance with you...continually review your list Make matrix: stakeholder key concern key message commun. tool commun. channel who can help A B C

17 Stakeholders pyramid Decision makers Influentials Opinion leaders Multipliers General public Constant influx of stakeholders there are still new and new Our steps are judged in the context of the nuclear industry worldwide Many projects may have the same set of stakeholders but different messages or challenges

18 Stakeholders and their motivation Economic motivation: Government Site or facility owner/operator Contractors Suppliers Local community Environmental/safety concerns motivation: Environmental regulators Local community NGOs, pressure groups Social motivation: Workforce Government Local community Local suppliers Technical interest: Nuclear regulator Managers Subcontractors R&D institutions Scientists Investors Ensurance companies Owners of energy sources Neighbouring countries Land owners Neighbouring countries Emergency organisations Wildlife protection organizations Journalists Trade Unions Wider society Schools, Universities International societies Nuclear industry Tourists

19 Stakeholder involvement strategy Analyze the stakeholder spectrum and their motivation/preferences Develop Communications plan Employ local persons to communicate, train well communicators. Initiate communication with each stakeholder group Establish regular communication channel (involve political and economical representatives) Let them formulate their requirements, listen to them! Allow them to assess principle steps (always offer alternatives, do not avoid veto right) Do not rely on foreign experience, communication with stakeholders is nation-specific Communicate, communicate, communicate Try to think the same way as your stakeholders are thinking!

20 It pays to hire local staff (Sweden, radioactive waste repository site selection project)

21 Stakeholder involvement strategy Start communication as soon as possible. Be open as much as possible. Prefer communication face to face. One way communication campaign is ineffective mutual communication needed = partnership in dialogue Assure, that at any phase of the project, the community can call for a change of course if they are dissatisfied. What if some mistake occurs? It is very difficult, if not impossible, to heal procedural mistakes affecting credibility. The only way is to go back to a point before the mistake was done and improve your communication. The confidence by the population is improved if issues raised by the public are openly and carefully evaluated and discussed. Confidence in institutions is depending on their long-term behavior and acting. Trust can be strengthen by demonstrating technical competence. But: avoid technical jargon!

22 What to remember before stakeholder involvement planning An effective stakeholder involvement programme is not necessarily to gain consensus. To explain of what decisions are required and how stakeholders can influence them (= necessary for decision makers). Each stakeholder group needs specific information, has specific expectations. Ensure, that all those who wish to take part in the process have an opportunity to express their views and have access to information.

24 Which level of SI to choose? Source: Communication and stakeholder Involvement in Environmental Remediation Projects, resp. Health Canada 2000,,

25 Messages Your messages are closely tied to your goal and objectives. They deliver important information about the issue and compel the targeted audience to think, feel, or act. The different messages can: Show the importance, urgency, or magnitude of the issue Show the relevance of the issue Put a face on the issue Be tied to specific values, beliefs, or interests of the audience Reflect an understanding of what would motivate the audience to think, feel, or act Be culturally relevant and sensitive Be Memorable (like Sound Bites in advertisements) If you have more messages, keep them consistent in content and in look.

26 Attributes of Electricity Sources In Order of Importance to Public 1. Clean air 2. Affordability 3. Reliability 4. Efficiency 5. Sustainability 6. Energy security Source: Bisconti Research Inc., USA Let s have a look on an example from USA: 28

27 Core Message Global warming and dependence on foreign energy sources are some of the most serious problems facing the world. It s time for the United States to harness our technological know-how to lead the world in solving these problems. We should invest in wind and solar power because these energy sources are part of the solution, but they can t do it alone. No energy source is perfect, but we can solve global warming and reduce dependence on foreign energy, and we need to significantly expand our use of nuclear energy to do it. Elevate the issue of global warming and link it to energy independence

28 Core Message Global warming and dependence on foreign energy sources are some of the most serious problems facing the world. It s time for the United States to harness our technological know-how to lead the world in solving these problems. We should invest in wind and solar power because these energy sources are part of the solution, but they can t do it alone. No energy source is perfect, but we can solve global warming and reduce dependence on foreign energy, and we need to significantly expand our use of nuclear energy to do it. Can-do spirit, harnessing America s technological know-how

29 Core Message Global warming and dependence on foreign energy sources are some of the most serious problems facing the world. It s time for the United States to harness our technological know-how to lead the world in solving these problems. We should invest in wind and solar power because these energy sources are part of the solution, but they can t do it alone. No energy source is perfect, but we can solve global warming and reduce dependence on foreign energy, and we need to significantly expand our use of nuclear energy to do it. Accept and promote wind and solar as part of the solution 31

30 Core Message Global warming and dependence on foreign energy sources are some of the most serious problems facing the world. It s time for the United States to harness our technological know-how to lead the world in solving these problems. We should invest in wind and solar power because these energy sources are part of the solution, but they can t do it alone. No energy source is perfect, but we can solve global warming and reduce dependence on foreign energy, and we need to significantly expand our use of nuclear energy to do it. Akin to BP s It s a start. 32

31 Core Message Global warming and dependence on foreign energy sources are some of the most serious problems facing the world. It s time for the United States to harness our technological know-how to lead the world in solving these problems. We should invest in wind and solar power because these energy sources are part of the solution, but they can t do it alone. No energy source is perfect, but we can solve global warming and reduce dependence on foreign energy, and we need to significantly expand our use of nuclear energy to do it. Close the deal 33

32 If you want to sell flour, do not talk about a flour but show a bread, cake

33 Communication is seeing something through the public s eye You tell the story, but you do not interpret it! If communication goes wrong, don t blame the public, the media or the politicians (you may be right, but) you can t change that. You can only change your communication. Try to think like the person receiving your information (message). If we know something, we find it hard to imagine what is it like not to know it. If we are experts, or work closely with experts, we see a different picture from the one everybody else sees (you cannot turn the citizen or the policymaker into mini-expert). Communicate not only what the technology can deliver but first of all give good vision and the right interpretation of the stakeholders needs: material, economic, social, psychological and moral.

34 Communication Channels TV and Radio stations, Newspapers (press conferences, press releases) Web and other electronic media Facebook, YouTube, Twitter City government offices Schools, colleges, training centers Libraries and Literature Racks, cinemas Recreation centers, Supermarkets Community non-profit offices Information centers Answering some key questions will help you in identifying the most effective channels for reaching your audiences: Where or from whom does this audience get its information? Who is credible for them? Where does this audience spend most of its time? Where are they most likely to give you their attention?

35 Communication Tools Direct interaction interviews, debates, round tables Excursions, trips to similar nuclear sites or installations abroad Websites, microsites Films, videos Brochures, leaflets Educational programmes Activities

36 Establish Partnerships Groups, organizations, or businesses may exist that would aid you in reaching your goal by providing funds, expertise, support, or other resources. Make the proposal of mutual benefits Make your community partners part of your team. South Bohemian Dads

37 Examples of alliances Consider different types of groups economic, political, environmental, civic, educational Identify them: Pro-nuclear organizations (if there are not any, create them) Suppliers of materials necessary for remediation works Doctors from Nuclear Medicine Depts. Employees of company (organization) and suppliers Emergency planning officials Business community Educators (via classroom materials, competitions) National science museum

38 Implement the Plan Use the following steps to determine time, budget and staffing needs: 1. List all activities 2. Under each activity, outline the steps, in order, that will lead to its completion 3. Assign a budget estimate to each step 4. Assign a staffing needs estimate to each step 5. Working backwards from the activity completion point, assign a date for each step in the activity. Control and check all steps.

Evaluate For each step, of the programme define: Were the objectives met? Did desired changes result? How can the programme be improved? Verify the efficiency and the progress.

39 Evaluate For each step, of the programme define: Were the objectives met? Did desired changes result? How can the programme be improved? Verify the efficiency and the progress. Determine strengths and weaknesses. What went well, why? What did not went well, why? How can (or have to) next steps be modified? What lessons were there to be learned? Whom to share lessons learned with? Identify obstacles and make plan how to cope with them. Create and implement new approaches for success. Consult with communications technical assistance advisors. Evaluate feedback. never ending story. Make and keep documentation. try it again and again.

40 Summary Types of strategy: Decide - Announce Defend Engage Interact Cooperate Public expectations regarding communication have significantly increased during the last years. Public involvement is crucial for developing trust and confidence. Without it the progress is difficult. Opportunities for dialogue can serve as a basis for positive communication.

41 Communication is not only about providing other people with information. Thank you for your attention

Elements in decision making / planning 4 Decision makers. QUESTIONS - stage A. A3.1. Who might be influenced - whose problem is it?

Elements in decision making / planning 4 Decision makers. QUESTIONS - stage A. A3.1. Who might be influenced - whose problem is it? A Describe the CONTEXT, setup the BASELINE, formulate PROBLEMS, identify NEEDS A.. What is the context, the baseline and are the key problems? A.. What are the urgent priorities herein? A.. How would you