Public Leadership Through Crisis 14: Lessons on Crisis Communication from Liberia’s Ebola epidemic

written by Matt Andrews

The Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in the face of a crisis (like the COVID-19 pandemic).

shutterstock_729988180-resized

Peter Harrington is an alumni of the Harvard Kennedy School, and a former fellow with the Building State Capability program (BSC). In 2014, Peter worked with the  Africa Governance Initiative helping Liberia’s government deal with its Ebola epidemic. He assisted in an area called ‘Social Mobilization’; an area of the organizational response focused on engaging citizens—and  fostering behavioral  change in the citizenry—through communication.

In this podcast interview, Peter describes his experience and I summarize his thoughts  therafter.

Here are some key  takeaways from the interview.

1.  Liberia’s organizational structure made a huge difference

You will hear Peter speak about the Incident Management System (the IMS) at the beginning of the podcast. This was the organization created to respond to the crisis. Peter notes that it was ‘hierarchical but also remarkably flat’ like the snowflake mechanism discussed in a prior blog post.

Peter describes the IMS as being composed of many ‘teams’. Some teams focused more on ‘hard’ aspects of the crisis response (like logistics) while others focused on ‘softer’ aspects of the response (like communications, psychosocial concerns, and others). Remember prior blog posts where we discussed the importance of having clear roles and keeping in your lane —  these teams were a way of ensuring both things happened at the same time (people knew what they were doing and did not interfere with what others did).

Peter notes that this structure was both flat and hierarchical. Each team had a leader and all the team leaders reported daily to Tolbert Nyenswah who was the ‘Tzar’ of the IMS. Member of the international community slotted into teams (so they too  played specific roles). Each and every team was led by a Liberian. Peter notes that  Tolbert Nyenswah and his close team at the center of the ‘snowflake’ was like a  ‘server’ – the connection hub where all parts of the response came together. Other teams analyzed the problems, came up with ideas, implemented, monitored, produced data, etc. The central team processed the knowledge, ensured it was shared, made decisions, followed up with decisions, and orchestrated the overall coordination. Read more about this  kind of structure in blog post 11. Continue reading Public Leadership Through Crisis 14: Lessons on Crisis Communication from Liberia’s Ebola epidemic

Public Leadership Through Crisis 10: Lessons from experience

written by Matt Andrews

The Public Leadership Through Crisis blog series offers ideas for leaders questioning how they can help and what kind of leadership is required in the face of a crisis (like the COVID-19 pandemic).

shutterstock_194811881-resized

As we ponder how you as a leader should consider organizing your organization(s) to respond to the crisis, let’s listen to some advice from someone who has led through various crises. Below is a podcast interview with Shruti Mehrotra, who  has advised various Heads of State on effective government and statebuilding and currently helps oversee George Soros’ Economic Development Fund and Economic Advancement Program. She has worked in a variety of leadership roles on crises in contexts like Sudan and Liberia and beyond.

Here are some points from the  interview that relate to organizing yourself and your organization/team to lead through crisis.

1. Three lessons for leaders

Shruti notes that leading in these situations requires that you:

  • recognize there are no obvious, clear or easy decisions (or perfect decisions); what you need to do is get the best information you can to make  decisions (even though you know the information is imperfect),
  • need to have a process in place to discipline how you engage the information (access it, interpret it, debate it, etc.) and monitor the process (ideally from some kind of situation room), and
  • need trusted people (advisors) around you—including people with expertise in the subject matter (the technical dimensions)—to help make the decisions.

As she says: “there will  be debate, [but] as a decision maker and a decision making team, one has to go through that debate process and come up with a conclusion that is trusted and can be communicated to foster trust with the population about choices that were taken.”

An emergent idea, then: It is important to think about the information sources you  have, the process  you have for interrogating information, and the team you have doing this  work (“your trusted people” and the “technical experts”).

Continue reading Public Leadership Through Crisis 10: Lessons from experience

Coronavirus and behaviour: Why leaders need better ‘risk communication’

Guest blog written by Peter Harrington

Last week I wrote a post on how the Coronavirus pandemic, like Ebola, needs to be understood as a complex adaptive problem which requires mass learning to solve. In this post I want to focus in on one area of that learning – the behaviour change required to stop transmission, and the leadership and risk communication methods that are needed to make this happen. Coronavirus is both a biological and social phenomenon, and leaders neglect the social dimensions at their peril.

Let’s first establish how behaviour change relates to the epidemic. A couple of weeks ago a viral article called for radical action by authorities to replicate the Wuhan lockdown, in order to save lives and prevent the overload of the health system seen in Italy. A graphic was presented (below) which showed the effect of the lockdown on ‘true’ cases (the grey bars). It then took about two weeks for the effect of the lockdown to be visible in official cases (gold bars). As soon as a lockdown started, new cases plummeted. This is what underlies the lockdown policy in most countries – the only way to stop transmission is if people stay at home. Behaviour change, whether enforced or voluntary, directly translates into lives saved.

Screen Shot 2020-03-23 at 5.27.18 PM

The problem is, many many people in countries with a serious number of cases are not complying with guidance about social distancing, home-isolation and closures of business and various establishments. A public and private tug-of-war is raging between those who take this epidemic extremely seriously and are urging others to observe social distancing and stay at home, and those who see over-reaction and hysteria or don’t want to change their routines. This is going to lead directly to deaths. So what is happening here? Why are leaders’ entreaties being ignored? And should the authorities simply force everyone to stay at home?

I worked in the team that coordinated messaging and communications for the Liberian’s Ebola response. This branch of the response was known as ‘social mobilisation’, working to build citizen understanding and consent, and to change key behaviours to stem the epidemic. What we learned was later documented by Princeton, and has relevance today.

It is well documented that in the early stages of Ebola, the widespread belief that Ebola was not real perpetuated behaviours (like dressing highly contagious dead bodies for traditional funeral) which helped spread the disease. People were not reporting cases, and avoided Ebola Treatment Units (ETUs). Although the affected countries lacked beds, ETUs, burial teams, protective gear, it was people’s behaviour which was paramount in the spread. This relationship between the hard infrastructure of beds, staff, equipment, quarantine, ambulances etc., and the ‘soft’ infrastructure of social networks, messaging and norms is extremely important to remember for Coronavirus too. The hard infrastructure matters hugely: when cases mount, the number of beds, healthy medical personnel and equipment will be crucial. But it is the soft infrastructure that determines how many cases develop and therefore the burden on the hard infrastructure – i.e. the shape of the transmission curve.

Continue reading Coronavirus and behaviour: Why leaders need better ‘risk communication’