patient safety & quality
By J . Hudson Garrett Jr ., PhD , MSN , MPH , MBA , FNP-BC , IP-BC , PLNC , CFER , AS-BC , VA-BC , BC- MSLcert™ , NCEE , NREMT , MSL-BC , DICO-C , TR-C , CPPS , CPHQ , CPXP , FACDONA , FAAPM , FNAP , FSHEA , FIDSA
A Needed Change in Communications From the CDC
During this unprecedented pandemic , both healthcare providers and the public are desperate for an understanding of what best practice should consist of from important topics such as the appropriate use of personal protective equipment to how healthcare professionals can safely deliver clinical care during a pandemic .”
The
COVID-19 pandemic continues to rage on , and its impacts are widespread and far-reaching across all industries , not just healthcare . During the pandemic , the Centers for Disease Control and Prevention ( CDC ) has offered often conflicting guidance that has led to confusion within the healthcare community . While evidence-based practice demands an evolution of clinical guidance , the delivery of the message must be carefully scripted to be pragmatic and follow a logical path . Unfortunately , this is not the type of messaging that has been regularly disseminated from the CDC . During this unprecedented pandemic , both healthcare providers and the public are desperate for an understanding of what best practice should consist of from important topics such as the appropriate use of personal protective equipment to how healthcare professionals can safely deliver clinical care during a pandemic . In addition , healthcare facilities are struggling to maintain adequate staffing levels and also the ability to continuously delivery safe patient care .
According to the healthcare communications experts at the CDC , there are some basic principles that healthcare facility leadership should follow to best optimize communications during an emergency such as a facility fire or a more global event such as an infectious disease pandemic . Below are important caveats that healthcare leaders and infection preventionists should adhere to during any communications activities .
Basic Tenants of Crisis Communications :
● Don ’ t over reassure . The objective is not to placate , but to engender , calm concern .
● Acknowledge uncertainty . Offer what you know versus what you don ’ t know . Show your distress and acknowledge your audience ’ s distress regarding the uncertainty of the situation . “ It must be awful to hear we can ’ t answer that question right now . . .”
● Express that a process is in place to learn more . “ We have a system ( plan , process ) to help us respond ( find answers , etc .).”
● Give anticipatory guidance . If you are aware of future negative outcomes , let people know what to expect . Example : side effects of antibiotics . If it ’ s going to be bad , tell them .
● Be regretful , not defensive . Say “ we are sorry . . .” Or “ we feel terrible that . . .” when acknowledging misdeeds or failures from the agency . Don ’ t use “ regret ,” which sounds like you ’ re preparing for a lawsuit .
● Acknowledge people ’ s fears . Don ’ t tell people they shouldn ’ t be afraid . They are and they have a right to their fears . Don ’ t tell them they are idiots for their misplaced fear ; acknowledge that it ’ s normal , human to be frightened . They aren ’ t experts .
● Acknowledge the shared misery . Some people will be less frightened than they are miserable , feeling hopeless and defeated . Acknowledge the misery of a catastrophic event and then help move them toward hope for the future through the actions of your agency and actions they too can take .
● Express wishes . “ I wish we knew more .” “ I wish our answers were more definitive .”
● Stop trying to allay panic . Panic is less common than imagined . Panic doesn ’ t come from bad news , but from mixed messages . If the public is faced with conflicting recommendations and expert advice , they are left with no credible source to turn to for help . That level of abandonment opens the door to charlatans and mass poor judgment . Candor protects your credibility and reduces the possibility of panic because your messages will ring true .
● At some point , be willing to address the “ what if ” questions . These are the questions every person is thinking about and wants to hear answers from experts . It ’ s often impractical to fuel “ what ifs ” when the crisis is contained and not likely to affect wide numbers of people ; it is reasonable to answer “ what ifs ” if the “ what if ” could happen and people need to be emotionally prepared for it . However , if you do not answer the “ what if ” questions , someone with much less at risk regarding the outcome of the response will answer them for you . If you are not prepared to address “ what ifs ,” you lose credibility and the opportunity to frame the “ what if ” questions with reason and valid recommendations .
27