Effective communication management in a public health crisis: lessons learned about COVID-19 pandemic through the lens of health communication executives

Abstract

PurposeThe purpose of the study is 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 crises.Design/methodology/approachA number of top health communication executives in the United States, who worked in the healthcare industry for at least 25 years and held titles like director, president and chief strategist, were interviewed for their unique perspectives on the COVID-19 pandemic. This study used the contingency theory of strategic conflict management for qualitative deductive analysis of the following 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.FindingsHealth communication executives heavily relied on their past health communication experiences, which led to nuanced understandings of the COVID-19 pandemic. 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. Theoretically, the contingency theory is furthered—there appears to be a theoretical linkage between the construct of general external climate and the construct of the external public.Originality/valueThe unique perspectives of top health communication executives, based in the United States, provided in-depth insights on the COVID-19 pandemic—its nuances, challenges and main influences (e.g. political, racial, etc.). These takeaways and recommendations can be adapted by other organizations and future health communicators in other parts of the world.

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“…Whereas, in health sector the health professionals can improve crisis communication effectiveness by using factbased, transparent messaging, people-centered tactics, and international cooperation (Su et al, 2022). Health communication executives suggest risk assessments, diverse decision-makers, effective communication procedures, and maintaining a calm demeanor during potential public health emergencies (Voges et al, 2023). In Egypt to effectively execute health technology assessments in Egypt, it is crucial to boost local evidence creation, utilize an MCDA framework, and coordinate among HTA organizations (A. N. .…”

“…In Egypt to effectively execute health technology assessments in Egypt, it is crucial to boost local evidence creation, utilize an MCDA framework, and coordinate among HTA organizations (A. N. . Health communication executives suggest evaluating risks, involving diverse decision-makers, establishing clear communication protocols, and maintaining perspective during future public health crises (Voges et al, 2023). Egypt's National Mental Health Platform is revolutionizing mental health services by reducing stigma, increasing treatment accessibility, and enabling remote assistance via social media (Noby, 2022).…”

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“…Most recently, Voges et al (2023) interviewed a number of top U.S. health communication executives; contingency theory guided their qualitative deductive analysis of the key factors (i.e., organization characteristics, relationship characteristics, general external culture, external publics, and the issue under question [in this case, the pandemic-triggered health crisis issue]). They found these factors drove communication management decisions during the pandemic and found a theoretical linkage between two constructs: general external culture and external publics.…”