News stories about organ donation and transplantation are, by their nature, dramatic and compelling. Through organ donation, the tragedy of a lost life can be put in a different perspective by the fact that other lives are saved. Living organ donors make a selfless choice to restore the health of a relative, friend or even a complete stranger.
Adding to this drama is the unfortunate reality that not everyone who needs a transplant will receive one. Assuming no sudden, major increase in donation rates, only about one in four will receive a transplant in a given year. On average, 21 people die every day because a matching organ didn’t become available in time.
United Network for Organ Sharing (UNOS) is a part of many stories about transplantation in the United States. It’s a non-profit organization that serves as the national transplant network under contract with the federal government. It operates the system that matches donated organs with patients in need. Its computer database prioritizes candi- dates for each organ offer and collects medical data on all donors, transplant candidates and transplant recipients. All U.S. transplant hospitals and organ procurement organizations are members of the national network.
communications, United Network for Organ Sharing
Some transplant stories are high profile because of the name recognition of the people involved. Mickey Mantle, Walter Payton, Steve Jobs and Dick Cheney are instantly known to untold millions of people. (Of these four, Payton died before he could receive a transplant. The other three were transplanted.) UNOS often is asked whether celebrities receive priority in the matching system because of their fame or influence. They don’t. But situations like these provide an opportunity to talk about how the system really works.
The UNOS Communications Department is the first responder for all media issues. Two communications professionals routinely split media relations responsibilities with an additional backup person. In potential crisis situations, UNOS invokes a crisis communications plan and involves UNOS executive staff members and elected officers.
Applying Lessons to a Variety of Crises
Lessons learned from responses to previous crises have influenced its crisis plan. But given the vast arrayof issues that may involve UNOS, it can’t anticipate a short list of likely scenarios and develop detailed plans to address each. The subject may be a first-of-its-kind transplant procedure one time, a donor-transmitted infectious disease the next or a controversial statement by a public figure after that. Each event may require a unique set of messages and expert advisors/spokespeople to develop and convey them.
Even though each situation may vary, a common set of do’s and don’t’s helps shape UNOS’ actions. In the heat of the moment, when everyone’s paying attention and there is no Plan A to follow, these time-tested lessons can help keep your crisis team on track:
Keep key audiences informed and involved. At the beginning of a potential crisis, list key audiences and stakeholders and determine specific actions for each. Revisit your list and action plan as the situation evolves.
Release as much information as you can. If you don’t, someone else might—and their information may be wrong, incomplete or contrary to your interests.
Prioritize opportunities that best serve your needs. Identify media outlets most likely to address what you need and want to say. Who best covers the audiences you need to reach? Who do you believe will report accurately and fairly? If these outlets have contacted you, follow up quickly. If they haven’t, contact them. Don’t ignore other requestors. Transparency and courtesy are vital to building positive relationships.
Have a plan A.A crisis plan developed before an actual crisis is best. Be specific about how you’ll notify and involve key decision-makers as soon as possible as well as how to access key resources to prepare your response.
Be ready for plan B.No plan can address every possible development. While you should prepare for likely contingencies, also recognize the need for creative problem solving when the need arises. You might even designate a “plan B thinker” to concentrate on addressing unexpected developments.
Don’t assume all the shoes will drop at once.Crises evolve unpredictably. They can change entirely based on a new development such as an investigation, a lawsuit or an organized protest. While continuing to respond “in the moment,” discuss with your decision-makers “what’s next” scenarios and how to address them.
Don’t talk only about “what this means to us.”Your natural focus may be the harm a crisis has caused your organization. But others may be harmed or could be at risk. If your communications overlooks or dismisses what is happening to others, you may appear uncaring or incompetent. Does this situation cause hardship on customers, patients or local residents? What are you doing to help them? If you haven’t met their needs, how will you do better in the future?
Don’t rest on past reputation/relationships. The media may never have done a bad story about you or may not even notice you. Maybe your usual “beat” reporter likes and trusts you. That can change in an instant. Earn your reputation every day, especially in times of crisis. You may not be able to fix past problems or convince everyone immediately that you’ve changed for the better, but you can position yourself as a caring organization that’s able to improve and learn. Set a tone you’ll continue to follow when the immediate crisis is over.
CONTACT: @UNOSNews