UNIT 1. RISK PERCEPTION AND COMMUNICATION

Grammar: Participles

Vocabulary:

1. hazard – угроза, опасность

2. to face – столкнуться (с трудностями)

3. to make judgments – вынести решения

4. risk perception – восприятие риска

5. authorities – власти, руководящие органы

6. community – общество

7. adverse – неблагоприятный, враждебный

8. to experience consequences – переживать последствия

9. to manage the risk – справиться с риском

10. decision makers – руководство; командование

11. to take action – принимать меры, действовать

12. in response to – в ответ на; под влиянием чего-л.

13. to be at risk – быть подверженным риску

14. to be responsible for – быть ответственным за что-л.

15. to refer to – ссылаться на; относиться к

16. onset – начало

17. risk communication – оповещение об опасности

18. emergency response – реагирование на чрезвычайную ситуацию

19. long-term – долгосрочный

20. to occur – произойти, случиться

21. in terms of – в терминах

22. to be aware of – осознавать

Read and translate the text:

Risk Perception and Communication

People tend to fear hazards less as they gain knowledge about them. Conversely, the greater a risk’s uncertainty, the more it is feared. Facing uncertainty, people make personal judgments often causing them to overstate reality which makes the situation even worse. That’s why risk perception is an important problem to consider for both the authorities and the communities.

Risk can be defined broadly as a condition in which there is a possibility that persons or property could experience adverse consequences. Some people have more information than others about the risk of a particular hazard and about ways in which that risk can be managed. These risk analysts have a responsibility to convey their assessments to decision makers who must determine what action to take in response to the risk that the analyst has characterized. The decision makers to whom the analysts communicate this information can be either the population at risk or emergency managers who are responsible for protecting the population at risk.

Risk perception has become a common concept in recent decades—appearing in many contexts (infectious diseases, food additives, natural hazards, routine effluents, and technological accidents) and referring to many target groups. Some of these extreme events originate in the natural environment and, thus, are known as natural hazards. In addition to hazards originating in the natural environment, there are also hazards that are transmitted through the natural environment. These include some commonly referred to as technological hazards. Some technological hazards can have a very rapid onset and have the potential for killing many people very quickly, others involve the cumulative effect. A risk communication effort addressing the imminent threat of an extreme event is referred to as a warning; it is intended to produce an appropriate emergency response. By contrast, a risk communication program addressing the long-term potential for such events to occur is often known as a hazard awareness program; such efforts are intended to produce long-term hazard adjustments.

The continuing hazard phase involves a stable probability (usually low) that a catastrophic incident will threaten public safety, property, and the environment. There are five basic functions that should be addressed in the continuing hazard phase:

- strategic analysis;

- operational analysis;

- resource mobilization;

- program development;

- program implementation.

Strategic analysis is aimed at understanding the hazards to which communities are exposed and the geographic areas at risk. Identifying the geographic areas at greatest risk makes it possible to identify the most vulnerable population segments and types of businesses. In turn, this knowledge about vulnerable population segments and types of businesses provides information about how to target the risk communication program. The purpose of operational analysis is to evaluate the problem in terms of resource requirements such as financial cost, time and effort, knowledge and skill, tools and equipment, and required cooperation with others. Resource mobilization indicates that successful implementation of a new program needs the support of higher level management. Each agency (city, county, state and federal) must be aware of the risk communication programs being planned and implemented. One important principle of program development is to establish a crisis communication team. The crisis communication team forms a critical link between technical experts and the population at risk, so it must be able to communicate effectively with both groups. In addition, the crisis communication team should be represented by a spokesperson who is technically competent to explain the situation clearly. In many communities program implementation is carried out by local government agencies. In some cases the only available measures are those taken by households. For example, earthquakes cannot be prevented or controlled. Consequently, the most effective method for reducing earthquake casualties and damage is by household hazard adjustments, such as bolting heavy items with a high center of gravity (e.g., refrigerators, water heaters) to the walls.

Emergency managers should provide accurate information that is responsive to people’s requests. The dissemination of timely and accurate information to the general public, elected and community officials and the media plays a major role in the effective management of disaster response and recovery activities.

Exercises: