Reading for the UNHCR Emergency Management Training

Reading 7.4.1. Public information guidelines for field staff

BE YOURSELF. While journalists are always on the lookout for a good story, they are not out to make your life miserable. So relax and be friendly. Get to know the journalists in your area and keep in mind that they are good sources of information. If they call and you're not in, try to return their call as soon as possible.

BE REALISTIC. Most journalists are intelligent people. Too many organizations think they can manipulate the media for their own purposes, "use" when they want to and ignore them the rest of the time. They think journalists will swallow any line thrown at them. But most reporters know when someone is trying to "use" them simply for the sake of publicising something that is self-serving and not even newsworthy. So do not be patronising, and do not presume that the message you want to get across is the same one that the journalist is interested in.

BE OPEN. The very nature of our work means there will be many problems in carrying out our mission. Most journalists understand this and respect our efforts in what they know are very difficult conditions. Mistakes will inevitably be made. But we should not try to hide these problems and difficulties. In fact, it is almost always best to talk about problems before the media find out about them on their own – and they usually do. Finally, if we make a mistake, we admit it and try our best to learn from it.

BE PATIENT. Journalists are often pressured by very strict deadlines and at times become impatient and expect to be briefed immediately. Don't let that disturb your good humour--a negative attitude might taint the journalist's judgement of the whole operation.

BE FLEXIBLE. On some occasions, you may want to lay down some ground rules before or during an interview. For example, you may want to expose human rights abuses or other violations against the affected, but fear it could place you or your colleagues in jeopardy. In this instance, you can ask that your remarks be attributed only to a "relief worker" or "UN staff member." You may also want to go "off the record" and simply point the journalist in the right direction to investigate the story on his or her own without any reference to you at all.

BE FACTUAL. Talk about your work in concrete terms. Give facts and figures about the operation and the humanitarian needs in the area your cover. Talking with journalists is almost like briefing one of our traditional partners. There's no need to panic. Remember that you know more than they do, and you probably have on the tip of your tongue most of the information they need. Journalists want factual information like numbers of affected or displaced, names of our partners in the operation, our major needs, appeal figures and sources of funding. Journalists also want to know about the problems you face and what you are doing to overcome these difficulties. Experience shows that openness and frankness usually result in a report that is very sympathetic to UNICEF.

BE INTERESTING. Sticking to the facts doesn't mean you have to be boring. There are many ways of illustrating the facts, problems, challenges and successes of your work. Journalists like colourful human interest stories that can bring to life the dry facts and statistics. If you know of someone involved in especially interesting work or with an interesting background or dramatic personal story to tell that will add the journalist's understanding of your operation, by all means introduce that person to the journalist.

BE POSITIVE. Do not criticise colleagues or other UN organizations and NGOs. We are all in the same boat. If applicable, emphasise positive aspects of inter-agency cooperation and the successes of other agencies.

BE ACCURATE. If you do not know the answer to a question, say so and offer to follow-up and get back to the journalist with a reply. That is the correct approach and it adds to our credibility. Note: If you tell a journalist will “get back to him/her” with the information, make sure you do so.

BE SMART. Use your common sense. Don't feel tempted to comment on issues which are not your direct responsibility. Above all, don't pass political judgement and remain strictly factual in describing the nature of the humanitarian problems you are dealing with. Policy issues of a general nature or topics you feel are too sensitive should be dealt with by responsible senior officers, most often your lead of office.

BE CONVERSATIONAL. When you talk to journalists, keep it simple and clear. Avoid the type of language found in many UNICEF internal documents. In everyday conversation, ordinary people don't use (or necessarily understand) terms like "modalities", "inter-alia" "rights-based programming," "NGO," or "implementing partner."

BE CONCISE. A 30-minute interview may end up with a few seconds on the air, or three lines in the newspaper. It is essential to crystallise your thoughts in a few hard-hitting sentences.

BE PERSONAL. Look at the interviewer. Use the interviewer's name once or twice in your answers and look directly at him or her.

BE AWARE. During an interview, don't get side-tracked. Don't let the interviewer put words into your mouth. Don't argue or attack the media. Avoid nervous gestures and mannerisms. Keep your answers short and simple. If you are being interviewed for television, try to get a UNICEF logo in the background--possibly a flag or on one of our vehicles.

BE QUIET when your finished. Never ask for a story to be suppressed--attempts at censorship always backfire. Don't beg for a story to be used or complain when one isn't.. Editors will resent your interference. Don't complain to the media about the way they have handled a story, or get into fruitless disputes with individual journalists.

Dealing with special interview situations

Situation / Suggested Action
Question is preceded by a hostile remark or inaccurate assumption / Counter the remark or assumption first. Examples:
  • "First let me correct a misconception that was part of your question..."
  • "You're mistaken about..., but I'm glad you raised that point because..."
  • "Let me explain what we did in that situation, and why we did it. I think you would have done the same thing."
  • "Before I answer your question, I want to point out..."
  • "I'm sorry you feel that way, but let me ask you to consider this..."

You don't know the answer, but feel it ought to be answered by headquarters. / "I'm sorry, I just don't know the answer to that. But I can get it for you if you want. Just write your question on this piece of paper, and give it to me before I leave here today (tonight). Please include your phone number.
Several people at once seek your attention to ask a question. / Recognise the first person you see, then mentally note and come back to the others in order. Try to recognise each person before giving anyone a second opportunity. This will prevent one or two questioners from dominating the session.
You get a series of critical, hostile and even nasty questions. / Don't be defensive. Be emphatic, but always maintain your courtesy so you don't lose the goodwill for the entire audience. Most audiences, though they may be uninformed, or misinformed, will be fair-minded. You'll make your points, and gain credibility, of you avoid letting a heckler bait you into "losing your cool."
You get a series of critical, hostile, and even nasty questions from one individual who is dominating the Q&A period. / "You seem to be in fundamental disagreement with what I am saying. It might be useful if you would summarise your views in a few words." If he accepts, he will quickly expose his bias and his ignorance; or he may make a vulnerable statement that you can readily refute.
You get a hostile question that is clearly designed to embarrass you-and you don't want to dignify it by attempting an answer. / "I am ready and willing to try to answer any fair and reasonable questions. But I don't think it would be fair to take the time of this group to dwell on a question like that."
You are interrupted by a hostile remark or question during your comments. / Say you'll answer the question, or comment on the remark, after you have finished the comment.
Someone shouts a hostile one-liner such as "garbage" or "that's a lot of..." while you are talking. / Look at the heckler and say: "We'll take up your special remark in a moment, sir."
Questioner makes a hostile remark that is really funny. / Join in the laughter; indeed laugh louder than anyone; then make the appropriate response.
There are no questions. / "You may be interested in one or two questions I've gotten from other groups." Then ask yourself a question that will enable you to emphasise one of your major points.

How to get your points across

If you are being asked questions that do not lend themselves to the key points that you want to get across, you can try these approaches:

  1. Answer the interviewer's questions and then say..."But there's a few points of greater interest which I think you should be aware of..."

or

  1. "But there's some information which I think would be of even greater interest to your audience/readers..."

After answering a question, you take the initiative, and bring up the information:

"I'm glad you asked that. Let me try to answer it in this way..."

An additional way of getting your points across is to prepare a FACT SHEET containing your key points and giving it to the journalist when he arrives for the interview.

Panel interviews or discussions:

Panel interviews or discussions are interviews that are arranged by the reporter or producer to discuss an event or an issue in depth. You may be one of several panellists representing different issues or the panel might contain several media representatives questioning you about your industry. Brevity, accuracy and "keeping your cool" are key ingredients in handling these questions.

The press conference:

A press conference is other intense and can be distracting. Hot television lights are directed toward you, microphones are everywhere. A subtle rivalry between the various journalists present often exists, which results in one reporter trying to shout down another. Under such circumstances, you must again maintain calm to keep control.

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