Last newsletter we looked at how to deal with misinformation. This week we look at how to communicate when the journey ahead is less clear or diverts from the path to date.
The science of fear
Scientists have shown that when we are fearful, for ourselves, our families, our country, our business, we tend to be intolerant of any sort of ambiguity. We find it hard to think and act in complex ways, and have a preference for simple actions and solutions. It makes sense evolutionarily speaking. Fear is an important survival instinct, and if we are in physical danger we need to act quickly and decisively to get out of danger. It doesn't work to stop and think in more complex ways about how to run away.
The science of COVID-19 is complex and responses need to be iterative and adaptive.
‘Go home, stay home’ was a simple and decisive action. Many people said they were relieved when it came. We were fearful. Here was a simple action we could take. As we head towards the end of the stay at home directive, ambiguity raises its head again. Are schools safe? Who should send their children to school? What kinds of businesses can open and how can they do business? At the COVID-19 select committee last week you can see people in business having this response.
At this stage, the actions required and the messages we need to communicate are less simple than just ‘stay home’. We are going to keep learning new things about COVID-19. Some of what we know may even change quite considerably.
What is likely to happen over the medium to long term is a lot of iteration, trialling, testing and reviewing of strategies (in other words, science in practice). People tend to have little tolerance for this kind of iteration and change, especially from people in public institutions.
How to communicate in an environment of ambiguity
1. Lead with self-direction values, avoid security values
It is tempting to talk about the need to keep everyone safe, or use potential catastrophic scenarios to make the case for whatever actions we need from people. Whether that is a longer period in lockdown or a more complex regional, case by case lockdown. As noted above, scared people have less tolerance for ambiguity. So avoid this. Instead use what we call ‘self-direction values’.
Examples of security-based messages include the headmaster warning parents to keep children at home in this story and messages that pit the threat of economic disaster against the lives of vulnerable people.
Kiwis value our No.8 wire mentality, the prowess of our navigational ancestors voyaging from the Pacific. Creativity, wisdom, innovation, discovery, reaching our goals are all important to us. When we use these values to frame COVID-19 responses, this will lead to a greater tolerance for ambiguity and iteration.
In our guide we give examples of what this looks like:
“People across the health system have prepared for a pandemic and are implementing the plan. As new science on COVID-19 comes in, skilled people who care are assessing and responding. We have the skills within our public institutions and our health and science communities to get us through this with the right support from all of us.”
“It is time to come together, and focus on what matters most to us - caring for each other. We will rise to this challenge as we have risen to other challenges before. Look at the insights, knowledge, and practical help that are being shared around the world so other countries respond better.”
2. Use metaphors that explain how iterative science works
The most useful metaphors in this context are those that surface thinking about collaboration, innovation, creativity and trial and error. Examples include metaphors about building houses and about journeys, navigating and exploring.
Journeys are a useful metaphor because there is a destination in sight and the question isn't whether we'll get there, but how. Examples include:
“How do we overcome the hurdles in our way?”
“How do we make sure nobody is left behind?”
“We can navigate our way through and out of this.”
Metaphors to avoid
While building is a good metaphor, the thing being built in the metaphor matters. In this case, for example, building the plane while we fly it is an unhelpful metaphor.
The idea of building a plane in-flight could surface thinking about disasters. If we get a part wrong, we all die. Instead, we want to build something that we can change as we go without catastrophic consequences. That’s why building a house works.
3. Use explanatory chains
The purpose of an explanatory chain is to use the way our minds already explain issues in the world (a + b = c). Facts alone won’t help people get their heads around complex issues. An explanatory chain can.
Chains should offer an unbroken path of logic connecting causes to consequences and building shared understanding.
What are the five components to effective chains?
Start a few steps back from the problem to give someone new to the topic appropriate background information.
Explain an initial factor: what is the original cause of the problem?
Describe the mediating factors: what is set in motion by the initial factor? (Think “domino effect”.)
Have a final consequence: what are the effects?
Point to structural and systems solutions. Highlight collective action, so the public can engage at the right level.
We have examples of what this might look like in practice in our message guide. An example in practice is the animation about contact tracing featured in this story by Siouxsie Wiles and Toby Morris.
COVID-19 is a complex global challenge, requiring the best of all of our collaborative responses. Narratives that embrace the essential features of endeavour and innovation will be a critical strategy to navigating the journey together.
Further resources
Last week Jess gave a webinar on communicating COVID-19 in partnership with SCIANZ. It is 45 mins long, covers some of the basic principles of strategic communication, and features the terrible kittens (stage right). You can watch here.
You can get more guidance on narratives during COVID-19 in our message guide. Get the guide here.
We’ve also made a short checklist of things to think of as you develop your COVID-related communications. It works together with our guide and you can get a copy here.
Get in touch with Rachel@theworkshop.org.nz if you would like to talk to us about how we can help you with specific advice or do a remote training for your team on communicating about COVID-19.