Showing posts with label fear and anxiety. Show all posts
Showing posts with label fear and anxiety. Show all posts

Sunday, October 13, 2013

5 - Managing Uncertainty in a Pandemic - Sylvia C Kearney


REFERENCE: Johnson Avery, E., & Kim, S. (2008). Preparing for Pandemic While Managing Uncertainty: An Analysis of the Construction of Fear and Uncertainty in Press Releases of Major Health Agencies. Conference Papers -- International Communication Association, 1-26.
THEME: Does a Public Information Officer Instill Fear and Anxiety In a Press Release to the Public?
SUMMARY: When SARS (Severe Acute Respiratory Syndrome) broke out in 2003 in China, Hong Kong, Vietnam, Singapore and Canada, the WHO (World Health Organization) published a global alert. “ . . . Faced with a potential pandemic “for which there were no identified causal agent, no diagnostic laboratory assays, no defined properties or risk factors for transmission, no infection-control practices of proven efficacy, and no known treatment or preventative measures.” (Lingappa, McDonald, Simone, & Parashar, 2004, p. 1) This information is daunting and to tell the entire world can inflict possible chaos.

1)    First of all, the International Health community did not know very much about this outbreak and the public knew even less. “These types of challenges are similar to those currently posed to PIO’s in the midst of preparing for a possible, . . . pandemic.” (Johnson Avery, E., & Kim, S. (2008).
2)    The public insists and deserves timely, accurate information. Matter of fact, in any event, the very first 24hours are crucial in forming public opinion about a disaster. In a hurricane that will hit landfall, it is of vital importance to evacuate those people that may be in the path of the hurricane.
3)    Speed is also of the very essence. There may be no time to filter the information, there may be no time to regard managerial levels, there may just be no time but to, “ . . . assert message features such as clarity, completeness, volume, accuracy, source ethos, ambiguity, applicability, and consistency are key to reducing uncertainty in receivers of health messages.” (Johnson Avery, E., & Kim, S. (2008). When a person is trying to assess and manage messages as they come in and as they need to be broadcasted by a PIO, human behavior dictates that fear, anxiety etc. is difficult to hide.
4)    Short factual up-dates to the public are better and easier to handle, in case a change in a previous update needs to be explained.
5)    In most cases a website for explanation should also be offered to the public so they can inform themselves about the pandemic. This can also help anxiety or fear, since individuals now feel empowered to inform themselves.
APPLICATION: “PIO’s must communicate their own uncertainties, then, in a way, that restores efficacy even in the face of uncertainty by presenting publics with some course of action or at least demonstrate their own efforts taken to reduce the threat.” (Johnson Avery, E., & Kim, S. (2008). There needs to be a positive relationship between uncertainty and fear.
Additional Readings: Lingappa, McDonald, Simone, & Parashar, 2004, p. 1


Saturday, September 21, 2013

3- Leadership in the Face of Disaster - John Scardena


John Scardena


Reference:
Karlene Kerfoot (December, 2001) Leading Through the Blur: Leadership in Difficult Times

Theme:
Leaders become successful when they can understand what is going on despite chaos and grow in ability by using the five properties of leadership of disaster control

Summary:
-Recent Disasters like 9/11, floods in Houston, Oklahoma City Bombing, and tornados have created a new syndrome of nervousness called "anticipatory anxiety" which is a fear of the unknown.
- Leadership facing threats from terror and disaster has become very different than times past.
-Tests of leadership are not brought about by times of safety but by times of crisis
-In times of disasters leaders will raise from crisis because they choose to fight instead of flight.
-People will gravitate to those who are bold and seem to live without fear of the unknown
-This is a great time of learning and growing for leaders, just as a muscle grown from excursion so does a leader.
-This is a time to build the community
-The people who will suffer most in a disaster are those who do not have a support system.
-This is a time to rethink leadership qualities and training; i.e. new methods of leadership
This is a time for practicing compassion- leaders must lead by how they want the world to be governed.
-The world is attracted to leaders whom follow the golden rule.
-This is a time to focus on the spirit of peace.
-Leaders must look threw the blur of disasters and blow away the fog of confusion and become strong.
-People need strong leaders who are intelligent, courageous, and have a good heart.

Application to Lesson Topic:
            The leason focuses all about leadership, the view of leadership and what the World needs. I think this meshes with media because the leaders that we speak of and the ones we look up to are passionate and dramatic. Media thrives on these ideas thus making a positive link between the leaders we are looking for and the exposure that they need.

Application to Emergency Services:
            When I think of leaders in a disaster or crisis situation, I do think of the men and women that are in emergency services. Whether that be the police doing crowd control, the Red Cross comforting victims, members of Reaching Efforts taking control of clearing debris and rebuilding homes so that the communities can return, all have a place and all need to have courage so that victims and others suffering from anticipatory anxiety can feel safe and calm. Ultimately it will be the first responders becoming leaders who will help the initial calm and it will need to be the second responders and public servants who reinforce that calm by taking control, being peace makers, and offering peace.