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Principles of Risk Communication 51

Once developed, message maps can be used to structure press confer-
ences, media interviews, information forums and exchanges, public meet-
ings, Web sites, telephone hotline scripts, and fact sheets or brochures
focused on frequently asked questions.
Message maps are valuable tools for the effective communication of risk
information. They ensure that risk information has the optimum chance
of being heard, understood, and remembered. Message maps allow orga-
nizations to convey timely, accurate, clear, and credible information. They
enable audiences to better understand issues, act constructively upon the
information provided, recover more quickly from the stress of the event,
and gain and/or regain trust in risk managers.

Strategies for the Effective Delivery of Risk Communication Messages

To communicate effectively about risks, messages must be carefully deliv-
ered. An example of such delivery occurred on September 11, 2001. New
York Mayor Rudolf Giuliani shared the outrage that Americans felt at the
terrorist attack on the World Trade Center. He delivered his messages with
the perfect mixture of compassion, anger, and reassurance. He displayed
virtually all the risk communication skills needed to be effective as a leader
in a crisis. These include

• Listen to, acknowledge, and respect the fears, anxieties, and uncertain-
ties of the many public and key stakeholders.
• Remain calm and in control, even in the face of public fear, anxiety, and
uncertainty.
• Provide people with ways to participate, protect themselves, and gain or
regain a sense of personal control.
• Focus on what is known and not known.
• Tell people what follow-up actions will be taken if a question cannot be
answered immediately or tell people where to get additional information.
• Offer authentic statements and actions that communicate compassion,
conviction, and optimism.
• Be honest, candid, transparent, ethical, frank, and open.
• Take ownership of the issue or problem.
• First impressions are lasting impressions.
• Avoid humor because it can be interpreted as uncaring or trivializing
the issue.
• Be extremely careful in saying anything that could be interpreted as an
unqualified absolute (“never” or “always”): it only takes one exception to
disprove an absolute.