This document discusses issues management and risk perception for scientists. It provides guidance on how scientists should [1] demonstrate expertise to restore lost confidence during a crisis, [2] manage expectations for future applications of science to avoid issues, and [3] build and maintain relationships with third parties. The document also explains that public risk perception is driven by a lack of understanding, a lack of control, low trust, and disagreement or inconsistent messages from experts. Scientists are advised to acknowledge uncertainty, accept the public as partners, and meet media needs to maintain trust and shape risk perception.

1. Issue Management & Risk
Perception
Eucharia Kenya
(with input from presentation by Donna Zahn
of PBS)
Science Communication
Training for Bio Science in
Eastern Africa under BIPCEA
4th July 2012. Kigali, Rwanda

2. Issues Management:
What Scientists must consider
 Consistently and compassionately
demonstrate expertise of scientists
◦ Restore lost confidence during a crisis
 Manage expectations for the future
◦ Getting ahead of the application of the science
causes issues
◦ Stay in step with product development
◦ Allows scientists time for data-driven decisions

3. What Scientists must consider……
◦ Build and maintain relationships with
third-parties
 Share technical knowledge - allows your
team to focus on the scientific processes
and product
◦ Internal issues management
 Sometimes more important and more
difficult

4. Issues Management – Lifecycle of an Issue
Publicity
Exposure
and who is
Politicians
involved
Public
Media
Interest
Groups
Scientists &
Academia
Fringe
Phase Emergence Triggering “Crisis”/Public Resolution
Most Event Positioning
Best opportunity to Save
effective use Only if have to, but must
Resources, & Reduce Risk
of resources be prepared
Time Anticipatory Crisis
REF: Anderson, D.D., Key Concepts in Anticipatory Issue Management. Corporate Environmental Strategy. 5(1):6-17. 1997

5. Risk Perception: The driver of issues
 Public risk perception is largely based on the
fact that:
◦ People fear things that they do not know or
understand
◦ People’s fear heightens when they feel as if they
have no control over their participation.
◦ If there is low trust in the
organization/institution/ person,
◦ There is high fear if there is:
 Disagreement among experts
 Lack of consistent messages from respected institutions
REF: Paul Slovic

6. Perception is Reality !!!!!!
 Difficult concept for scientists
◦ Fact vs. fiction
 The most compelling and effective speakers
are those who:
◦ Are sincere and focused during the interview or
presentation
◦ Appear warm and friendly
◦ Understand the audience’s concerns
◦ Believe what they are saying
◦ Maintain accuracy while translating the science
◦ Tell stories, appear human and live on the same
planet!

7. Communications Dilemma
Non-Scientists Scientists
Headline / Technical Theory
Conclusion
60% of interested
Info relevant parties get to here Collecting data
to conclusion - adjusting
theory
Background -The rest
of the story Conclusion

8. Issues Management Cardinal Rules
 Central goal is TRUST – maintain it & build it
 Be FORTHRIGHT - honest, open, frank &
transparent
◦ Know when you don’t know
◦ Remain compassionate
◦ Never promise an outcome
 PERCEPTION is the rule – work to change
perception
 Acknowledge UNCERTAINTY
 ACCEPT the public as a legitimate partner
 Meet the needs of the MEDIA
◦ Or they will define the story for you - communicate
frequently to avoid this

9. Thank you