HSM 315 Full Week 4 Discussion Questions

HSM 315 Full Week 4 Discussion Questions

HSM 315 Week 4 Discussion 1 – Preparing the Populace: Explain whether or not you believe this is a good method for preparing the public for natural and man-made disasters. Identify two strengths and two weaknesses of using social media, as suggested by Huder, to communicate with the public. Provide a recommendation of what might be a more effective form of communication with the public

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HSM 315 Week 4 Discussion 2 – The Press, Friend or Foe? Decide whether the press is a friend or a foe in your local area. What are the basic rules that decision makers need to adhere to when talking to the press? How can decision makers and emergency planners enlist the press to support the emergency response? Should the public rely on the press to provide accurate information?

(HSM 315 Full Week 4)

HSM 315 Full Week 4. Homework Solutions.   Course Assignments. Ashford University Coursework. Homework Help

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ADDITIONAL INFORMATION;

What are the basic rules that decision makers need to adhere to when talking to the press?

Introduction

If you’re a decision maker, you need to be prepared when talking to the press. But just how prepared should you be? In my opinion, if you want your team to succeed when dealing with the media and other stakeholders, then they need to follow these basic rules:

Be prepared.

• Know your facts. If you’re going to be interviewed, know what’s happening in the news. Make sure that you can answer questions about the subject matter and not just regurgitate talking points from a press release or statement.

• Know the press and how they operate. The more familiar you are with reporters and their style of reporting, the better prepared you’ll be for any interview questions they may throw at you — especially if it’s an unexpected one!

Be honest.

You should be honest with the press. Don’t lie, mislead or be evasive. Vague responses are also a no-no, you can’t say “I don’t know” if your answer is truthful. If you’re asked a question that seems like it would take more than one sentence to answer, feel free to provide an initial response and then follow up with another question later on in the conversation (or even at another time). This strategy allows journalists to check out where their sources are coming from and gives them enough information so they don’t have any questions about what the original statement was intended for or why it wasn’t expanded upon further in depth later on down the road when necessary clarification becomes available for verification purposes only

Don’t be arrogant.

When you’re talking to the press, it can be tempting to be arrogant and condescending. But that doesn’t help your cause.

You should also avoid being rude or defensive in any way: these are not winning tactics when trying to convince journalists that you have a good story on hand. And while it may seem like no big deal, patronising your interviewee is also never an effective method of persuasion; they will see right through any attempts at making them feel special or important (which they probably aren’t).

Don’t give away secrets.

When speaking to the press, you should be careful not to give away any confidential information. For example, don’t talk about the details of your company’s product or service plans those are things that only your staff knows about and may not have been shared with others. It also means you shouldn’t mention anything that hasn’t been approved by management yet (such as new products), because it could affect sales if they’re leaked before they’re ready for release.

Another thing you should avoid is using words like “secret” or “top-secret.” These terms imply something exciting but secretive; people will assume you’re hiding something good when really all you’ve got is a boring old marketing campaign!

Don’t make promises you can’t keep.

The first thing you need to do is not make promises you can’t keep.

In this case, “promise” means any statement that suggests an expectation of future action or behavior. This includes statements such as: “We will deliver on time.”

If a company says they’ll deliver something on time but then doesn’t, it’s not a promise; it’s a broken promise and that can be very damaging for any organization.

Keep your cool, tell the truth and don’t say anything you’re not sure you can deliver on.

The first rule of press relations is to keep your cool. You’re not a politician, so don’t act like one. The second rule is to tell the truth as best you can. The third rule is not to say anything that you’re not sure you can deliver on if there’s any doubt, say nothing at all!

The fourth rule is to be succinct. You don’t have time for long-winded speeches, so keep your answers short and sweet. The fifth rule is to stay on message. If you’re asked a question and you don’t know the answer, say so immediately and then get back to your script.

Conclusion

The bottom line is that there are only a few basic rules to keep in mind when talking to the press don’t be arrogant, be prepared and honest, don’t make promises you can’t keep and don’t give away secrets. The rest comes down to the individual situation and what is most important for you as a person or company at that time. Maybe it’s fair game for journalists to get some background information on upcoming products; maybe it isn’t. In any case, remember that nothing is off limits as long as you’re being transparent about what’s going on behind closed doors.