journalists will cross-check
with a number of sources. While increasing accuracy, this also
has the potential to highlight differences of opinion and inconsistency
of message.
A dramatic story is sought after as it captures greater audience
interest. Inevitably, something going wrong will be highlighted
at the expense of an otherwise flawless operation.
Journalists often find it difficult to appreciate levels of
scientific (un)certainty, and try and present stories in black
and white, thereby highlighting extreme scenarios.
In any crisis, some journalists will look for scapegoats to
blame and heroes to praise. In either case this may be entirely
unjustified, but it may colour the manner in which the authorities
are viewed.
Journalists frequently suspect that they are not being kept
'in the picture', even when this is not the case.
In keeping with their naturally suspicious natures and competitive
spirits, journalists suppose - with regard to information dissemination
- that others in their profession are being favoured at their
expense.
With deadlines to hit, journalists persistently complain about
the speed of the decisionmaking process and the paucity of press
releases.
Allocate a media liaison officer from the information team and
ensure that a stable and good relationship is built up with
the local media. Periodic press releases about the state of
the volcano - even if nothing is happening - can help maintain
links with the media in quieter times. Regular media events,
such as visits to the volcano observatory or launches for new
monitoring systems or receptions for the arrival of new staff,
can all help to build trust and a good working relationship.
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Make contact with appropriate journalists (typically science
or environmental correspondents) in the regional media and in
the major global players such as CNN and the BBC. These are
likely to be the first external journalists on the scene when
a crisis begins to develop.
Construct a database of relevant journalists to aid information
dissemination during a future crisis. Update as contacts move
on and are replaced.
Put together and circulate a media pack. This should include
information on the history of the volcano, its activity, and
its style of eruptions. A terminology section would also be
particularly well received (that included in part 1 of this
manual could be used for this purpose). The pack should, in
addition, contain information on monitoring, contingency plans
for a future eruption, and appropriate contacts.
Ensure that a single individual is responsible for all contacts
with the media. It is infinitely preferable that this should
be the aforementioned media liaison officer. In order to ensure
consistency of message, make it clear that no-one else should
speak to the media under any circumstances.
Contact all journalists on the database, updating them with
regard to the situation and promising regular press releases.
Determine which journalists intend to visit and make a polite
request for travel plans.
Update and distribute the media pack to take account of the
changed state of affairs - incorporating information on the
volcano's activity, modifications to the monitoring situation,
science staff changes, and other relevant circumstances. Establish
a press pass system for journalists who wish to attend press
conferences and avail themselves of other official sources of
information. This will allow the number and affiliations of
visiting journalists to be effectively tracked and recorded.
Set up suitable facilities for the media - ideally a room with
internet facilities and sufficient email and phone links to
allow them to file their stories. |
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