Pandemic communications strategies

 

Post 1:

Several mistakes were made early on in the pandemic, but the one I want to address is the inability of the public to accept that doctors are not omniscient. This has bugged me for months. As I work to vaccinate the Coast Guard, I hear several themes repeated. One goes like this… “Why should I believe what the CDC or any medical professional says now? They couldn’t make up their minds before, what would make me think they know what’s up with the vaccine?”

Everything that I’ve read about pandemic communications strategies insists that building trust with the public is critical and must be done early on, ideally even before an event takes place. In my opinion, transparency and honesty are fundamental to building trust. COVID-19 spread faster than doctors could learn about it. People started dying before the medical professionals were able to understand it. And the face of communications for a mysterious, potentially deadly, ghostly unknown faced a horrible challenge of balancing cautiousness against panic, of authority against fallibility.

For our leadership, the people we trust, the authorities on all things health and medical to admit they don’t know undermines their confidence and the public’s. But it was true and I prefer to hear someone say they don’t know, and they are working as fast as they can to get more information. They weren’t lying!! And not knowing is ok! We, the public, couldn’t be patient enough to let the professionals learn more. At this point in my tirade I could blame the 24 hour news cycle, the politicians looking out for their constituents (and the next election) and/or the lack of general education or transparent communications from the CDC. I posit that it is all of these things that conspired to severely limit the American public’s willingness to believe the science and get vaccinated.

Sample Solution

As could be deducted from the literature discussed above, most studies conducted on this topic address similarity, without specifically looking at dissimilarity. A study that did look at this was one conducted by Green, Anderson, and Shivers (1996). Their results indicated that sex dissimilarity is related to lower quality LMX. However, these findings are to be interpreted with caution as the sample was dominantly female. To conclude, the findings on the effect of (dis)similarity on LMX are contradictory. A reason for this could be that the effects of (dis)similarity in demographics, in this case gender, may be too widespread and asymmetric across different groups and cultures (Douglas, 2012).

Gender, LMX, and OCB

Organizational citizenship behaviour, also know as “extra-role behaviour”, is the act of taking on tasks that are not formally assigned to the employee but that do affect the organization’s performance. These behaviours include helping colleagues, doing extra work, and avoiding unnecessary conflicts (Robbins, 2001; Estiri, Amiri, Khajeheian, & Rajey, 2017). Researchers claim that OCB consists of different dimensions, including altruism, conscientiousness, civic virtue, and sportsmanship (Netemeyer, Moles, Mckee, & McMurrian, 1997; Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Altruism is the concern for others (e.g. voluntarily helping colleagues); conscientiousness is the willingness to perform one’s tasks in the best way possible; civic virtues include respecting the organization’s regulations and acting responsibly on the work floor; and sportsmanship mainly includes being able to take criticism and give constructive feedback.
Many variables seem to affect OCB, including confidence, organizational justice, trust, commitment, etc. However, leadership styles, and particularly LMX, seem to have the largest effect. Research suggests a positive relationship between LMX and OCB (Estiri et al., 2017). Furthermore, it is suggested that gender has a significant impact on OCB. Several studies have found women to be more likely to display OCB

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