Effective Communication Management in a Public Health Crisis: Lessons Learned about COVID-19 Pandemic through the Lens of Health Communication Executives
Taylor Voges (PhD candidate), Yan Jin, LaShonda Eaddy (PhD alum), Shelley Spector. (forthcoming). “Effective Communication Management in a Public Health Crisis: Lessons Learned about COVID-19 Pandemic through the Lens of Health Communication Executives.” Journal of Communication Management.
Abstract: This study aims to provide insights on the COVID-19 pandemic communication from the lessons learned by health communication executives—how they perceived the COVID-19 pandemic and recommend preparing for communication management of future public health crisis. A number of top health communication executives in the United States were interviewed, for their unique perspectives on the COVID-19 pandemic. The contingency theory of strategic conflict management is used for qualitative deductive analysis, rendering several segmentations of key factors that drove organizational communication management decision making during the pandemic: organization characteristics, relationship characteristics, general external climate, external publics, and the issue under question. Health communication executives heavily relied on their past health communication experiences, which led to nuanced understandings of the COVID-19 pandemic. Theoretically, the contingency theory is furthered via an implied theoretical linkage between the construct of general external climate and the construct of external publics. Practically, the health communication executives urged future practitioners to constantly assess risks, hire and use diverse and representative decision-makers; set a communication protocol; and keep the communication in perspective.