Information sharing is a vital aspect of any crisis response strategy – but it is important to know the amount of detection, according to Chris Berger, Vice President of Communications at Advocate Health.
Berger spoke Newsweek‘s February 13“Crisis Management: A collision course for healthcare leaders”, sharing visions from his professional career for 25 years as a professional communication. As president Communications In Advocate Health- The third largest non-profit health system in the United States-Participated in implemented visions of the auditors of health care decision-making.
“I have seen organizations participate in a lot of information and then do not share enough information,” said Berger. “There is an accurate balance there.”
Newsweek
It is recommended that the employees be seen as “internal advocates” who can – and will – to spread the message outside the four walls of the hospital.
“They will be the most explicit than anyone, as they are your biggest advocate, and share the best information for friends, family and others about everything you are going through,” said Berger. “Whenever no person shares the information internally internally, you can see it external.”
For this reason it is extremely important to be evident in the initial connections. Sharing a clean and easy to implement menu from “the five things that must be known” can help after the crisis ensure that employees read accurate information to the public. This list should address what happened, how the organization responded (and how it will continue to respond) and any plans to prevent future accidents.
Berger also discussed the consequences of excessive excess. When a healthy system gives a lot of information about an industry crisis, they risk becoming informal speakers of this issue, and this sometimes becomes a problem. “
This does not mean that health systems should be tight, especially when they make mistakes. Berger recommends that he be modest and honest while trying to install bad news with good news.
“While I study my children, I deal with chaos – but go forward,” he said. “Let people know what you do in this continuous improvement model to fix this problem, and we hope that this will not happen again.”
Crises tend to be directed Real culture From an organization, Berger said. They also test external relations, from community partnerships to the media.
If you are trying to formulate these bonds while you are in crisis, it is unlikely to be successful. But if you are investing in relationships constantly, you may have a safety net when the conditions are going. The stakeholders who know you and your organization can help publish your message – and good doubt.
“It is very difficult to hate someone, unlike a building or brand,” said Berger.
