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D B McCallum

Publications and source records attributed to D B McCallum.

7 recordsLinked to original sources
PubMed1997

The determinants of trust and credibility in environmental risk communication: an empirical study.

This study examines a key component of environmental risk communication; trust and credibility. The study was conducted in two parts. In the first part, six hypotheses regarding the perceptions and determinants of trust and credibility were tested against survey data. The hypotheses were supported by the data. The most important hypothesis was that perceptions of trust and credibility are dependent on three factors: perceptions of knowledge and expertise; perceptions of openness and honesty; and perceptions of concern and care. In the second part, models were constructed with perceptions of trust and credibility as the dependent variable. The goal was to examine the data for findings with direct policy implications. One such finding was that defying a negative stereotype is key to improving perceptions of trust and credibility.

Communication↗
PubMed1996

Industry response to SARA Title III: pollution prevention, risk reduction, and risk communication.

This paper reports results from a survey designed to: (1) evaluate changes in industrial pollution prevention practices since the passage of the landmark environmental legislation, the Emergency Planning and Community Right-to-Know Act of 1986, also known as SARA Title III, and (2) identify those factors that may contribute to an industrial facility engaging in pollution prevention and risk communication activities. The survey was conducted under a Cooperative Agreement between the U.S. Environmental Protection Agency and the Columbia University Center for Risk Communication. Evidence from the survey indicates that a wide variety of waste and pollution reduction activities have been undertaken since passage of the Act. Virtually all facilities surveyed in the pulp and paper, chemical, and petroleum and refining industries reported that they had reduced pollutants or wastes on at least one of ten measures, including reducing toxic air emissions. Most facilities indicated paying more attention to pollution prevention activities as a result of SARA Title III and half reported that their communication activities have also increased.

Communication↗
PubMed1995

Risk communication: a tool for behavior change.

This chapter presents some of the theories and models underpinning effective communication practice. It also emphasizes the central role of communication in achieving effective program implementation. Whether the communication is aimed at changing the attitudes and behavior of professionals, various segments of the public, or other target audiences, the basic approach is the same. The following checklist provides a guide to program planners (Arkin 1991): Commit adequate time, effort, and resources to communication planning and pretesting. Begin by singling out specific issues and specific target audiences. Then design messages based on the target audiences' values, needs, and interests. Conduct (or review existing) market research on the target audience to understand what will motivate them. Pretest messages and materials with the target audience to assure understanding and relevance to their needs and interests. Make sure that messages and materials appear where the target audience will pay attention to them (for sensitive issues, community and interpersonal channels that allow interactive discussion are very important). Produce public service announcements that are of high quality, community specific, marketed to stations, and targeted to audiences likely to see them when public service air time is available (such as fringe viewing times). Combine public service announcements with news and other uses of the mass media (e.g., building on related news) to increase exposure to issues. Use a combination of the mass media and community channels that will reach the target audience. Work collaboratively with other organizations, including drug treatment facilities, law enforcement and social service agencies, and other community organizations that have complementary strengths. Begin to coordinate efforts as early as possible in program planning. Use a multipronged communication strategy to focus on what an individual should do, how the individual can start to change, and factors that help reinforce individual change, such as peer approval and community support. Track progress and identify when, and what kind of, changes are needed in communications. Combine communications with other strategies needed to support change (e.g., access to treatment or positive alternatives to drug use). Set reasonable, short-term communication objectives to reach the long-term goal. Then, commit to communications as one program component over the long term. It is important to remember that one-shot campaigns are unlikely to have a lasting effect and that progress is incremental.

Behavior↗