On November 13, 2020, Logos president Helio Fred Garcia was quoted in Christian Science Monitor about how Americans are divided over facts. The article explored the way in which the country’s present political and media environment has created echo chambers of misinformation, which has lead to widespread distrust in the media. As a result, we have seen many voters distrust this year’s election results.
The authors note that “there remains the wider problem, many scholars say, of the country’s massive media ecosystem unmoored from a common set of facts, and the tremendous amount of faith tens of millions of Americans place in President Trump over traditional and nontraditional news sources.”
Garcia noted the role that leaders play in creating worldviews that lead people to questions the facts: “Leaders influence the worldview their followers are in, and those worldviews define their private reality. Create a worldview in which the media is ‘fake news’ and that science is a deep-state conspiracy, and the evidence suddenly is irrelevant.”
He continued, “Leaders who lie persistently create a false worldview for their followers, who cling to those worldviews even when the leader moves on,” continues Mr. Garcia. “So, even after the Bob Woodward recordings revealed that Donald Trump knew that the virus was deadly, airborne, and worse than the flu, his followers kept showing up for rallies unmasked and undistanced,” even as many said they believed the coronavirus was a hoax. “When he said he was cured and that the nation was turning the corner, they continued to believe him and not the objective evidence.”
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Many crises are not foreseeable, but civil unrest after the election is and leaders and organization should prepare for this.
On Monday, October 19, Logos president Helio Fred Garcia presented a pre-conference briefing on how to foresee the foreseeable and be ready for it when it happens around the US election at the Professional Speechwriters Association’s World Conference.
During this session, Garcia helped attendees understand a mindset to help leaders think through what to do and say ahead of election day, how to organize their thinking (and schedule) for various Election-Day scenarios, and how to prepare for and respond to five possible scenarios for what might happen immediately after the election.
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Overnight the world learned that President Trump and the First Lady both tested positive for COVID-19. I wish them a full recovery.
But our challenge isn’t that Trump has COVID-19; it’s that the nation does. And it didn’t have to be this way.
A Teachable Moment: Patterns of Crisis
We are in a very teachable moment.
Crises follow predictable patterns. One is that most harm in a crisis is self-inflicted. Sometimes the initial crisis event itself is self-inflicted. But even when it isn’t, most of the loss of trust, confidence, and competitive position is self-inflicted because of an ineffective response.
A foundational principle of crisis response is to understand the scope and severity of a crisis and the risks it represents, and to respond based on those risks. Donald Trump never did.
On January 28 Trump’s national security advisor told him that COVID-19 would be the single largest national security threat in his presidency.
Dr. Irwin Redlener, Director of Columbia University’s Pandemic Resource & Response Initiative
On February 7 Trump admitted to Washington Post Associate Editor Bob Woodward that COVID-19 is spread in the air and is more deadly than the flu.
Compartmentalize the problem or solution. Trump did.
Tell misleading half truths. Trump did.
Lie. Trump did.
Tell only part of what you did. Trump did.
Blame others for your failures. Trump did.
Over-confess. On this one, Trump did not.
Panic, leading to bad decision-making. Trump did.
Shoot the messenger when you receive bad news. Trump did.
Trump has committed nine of the ten missteps when it comes to COVID-19.
The Human Consequences of the Missteps
COVID-19 cases on October 2, 202
Unlike other crises, this has had significant human consequence. At least 75 percent of the cases of COVID-19 in the U.S. would not have happened. And 150,000 people, according to Dr. Redlener, would still be alive.Leaders are judged based on how they deal with their most significant challenges. Trump failed this leadership test. Given the magnitude of the failure of crisis response after Trump was fully aware of the risks, this may be the single worst failure of leadership in American history.
I have previously published that I believe Trump’s handling of COVID-19 to be the single worst handled crisis, and largest leadership failure, in American history.
Again, I wish both the President and the First Lady a full recovery. But perhaps now we can move to a national masking, social distancing, contract tracing, and testing policy.
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Leaders are judged based on how they deal with their biggest challenges.
In the COVID-19 crisis we see a contrast of leaders so stark that it can serve as a leadership laboratory for future generations to study.
New York Governor Andrew Cuomo shows a steady, compassionate, and urgent tone as he informs New Yorkers and the broader world about the reality of COVID-19 in his state. His briefings are direct, honest, consistent, and clear. He sprinkles his commentary with expressions of concern for health workers and hospital patients, he invokes his parents, his brother, and his daughters. And he tells the truth.
President Donald Trump, on the other hand, shows none of these qualities. He bungled the first two months of the pandemic in the U.S. He denied the severity of the virus and downplayed the risk of contagion. He alternates between the rosy – churches full at Easter – and the gloomy – social distancing for much longer. There is still not a whole-of-government response. Rather, there are fragments of a government response. He leaves it to governors to figure out supply chains, even as governors confess that they’re bidding against each other – and the federal government – to secure desperately-needed medical equipment.
President Trump heaps praise on himself and expects others to do as well. He recently bragged during a COVID-19 press briefing that he was the most popular person on Facebook.
Governor Cuomo, who, according to Politico, has a “long-standing revulsion to social media,” has nevertheless “rapidly emerged as an internet star.” (Earlier this week, #Cuomosexual was trending on Twitter.)
President Trump contradicts his own public health experts, who then have to clean up the mess in his absence. He improvises on the existence of testing equipment, medical equipment, and miracle drugs that don’t exist. He violates every principle of effective leadership in a crisis.
Winston Churchill admonished, “You must look at the facts because the facts look at you.” President Trump ignores the facts in front of him and invents new ones.
Trump insists on calling COVID-19 the “China Virus” or “Chinese Virus” even though the World Health Organization advises against naming diseases for a particular location because of the stigma involved. And last week the FBI warned about a wave of hate crimes against Asians and Asian-Americans in this country.
Since the pandemic started my team and I have been studying the best and worst practices in communicating in a COVID-19 world. The best include:
Begin all communication, whether written or verbal, with a statement of values: Don’t dive directly into the facts. Create an emotional connection.
Show you care. Calibrate communication with empathy.
Be direct, no euphemism: It’s confusing and causes unnecessary stress.
Tell the truth, the whole truth: Your stakeholders are in this for the long term.
Address all relevant dimensions of the crisis: A narrow lens is inadequate.
Remember that expectations are dynamic. Calibrate current expectations.
Communicate through multiple levels and channels. Be consistent.
Align on values: Provide detail appropriate to each level and circumstance.
Convey a positive attitude: Convey urgency short of provoking panic.
Express emotion, vulnerability, and humility. Effective leaders do.
Governor Cuomo scores on all elements of this scorecard. The President, sadly, misses the mark. Other leaders can learn from both.
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As the COVID-19 Pandemic continues to grow, Logos Institute for Crisis Management and Executive Leadership has been advising clients and carefully studying communication by leaders across a range of sectors and forms of organization.
We have reviewed thousands of communications by CEOs, university presidents, NGO executive directors and secretaries general, and public officials. And we have identified patterns that help leaders and their organizations make smart choices and avoid inadvertent self-inflicted harm.
Seven Crises in One
One of the foundational principles of effective crisis management is to name the problem accurately and to understand the true scope and likely risk of the crisis.
I believe that the COVID-19 crisis is actually seven crises in one. Think of these as seven different dimensions of the crisis. There’s a danger that a leader might be so focused on any one of the dimensions that he or she will miss the need to address the others. The seven dimensions of COVID-19 are these:
Public Health Crisis: At its core COVID-19 is a public health crisis. Half a million people worldwide have gotten sick; tens of thousands have died. More will get sick and die before things get better. But now in the United States the public health crisis includes a healthcare delivery system that is being strained to the breaking point. As hospitals in epicenters begin to fill up, there’s also a shortage of medical equipment and personal protective gear. Health workers are at risk, as are other patients.
Business Crisis: COVID-19 presents a business problem for all forms of organizations. There is a cost impact, for most organizations a negative one. There is a revenue impact, mostly negative; for some potentially catastrophic. There is disruption of operations. There is an HR impact.
Economic Crisis: At the same time there is a significant economic crisis underway. The risk of falling into a major recession, very low two months ago, now is quite high. The markets have exhibited unprecedented volatility. Economic uncertainty is wearing on people and institutions.
Information Crisis: From the beginning of the pandemic there has been significant incorrect information, incomplete information, and in some cases intentionally misleading information in the information ecosystem. This information crisis leads to significant misunderstanding about who is at risk of contracting the illness, who can transmit it, and what precautions are appropriate.
Competence of Government Crisis: Not just in the U.S., but initially in China, Iran, and other nations the initial responses were bungled and the virus spread. In the U.S. we have yet to see a whole of government response. Rather, we’ve seen a fragments of government response. Only in the third week of March, and the third month of COVID-19 in the U.S., are there sufficient tests and testing sites. But there is insufficient personal protective equipment for health workers, and a shortage of hand sanitizers, rubber gloves, and masks in retail stores.
Social Crisis: People’s lives have been upended; many people are losing or at risk of losing their jobs. Supermarket shelves are bare. Many companies have ordered employees to work from home; schools are closed or have gone to virtual learning. But there has also been a rise of incivility, insult, and violence against people who have been stigmatized. President Trump’s insistence on calling COVID-19 “China Virus” or “Chinese Virus” has led to a wave of hate crimes against people perceived to be Asian or Asian-American.
Mental Health Crisis: Human beings are social animals, and social distancing is having an effect. Compound this with the fear of the illness, the rising rate of infections and fatalities, and the other dimensions of the crisis, people are fraught. They are fragile. And they need extra care. New York State Governor Andrew Cuomo has asked for mental health professionals to volunteer to work with people not presently under their care to begin to meet this mental health need. I expect other governors will do the same.
Everything is Different
The unprecedented scope of the crisis makes it difficult to predict what will happen next. This crisis is unlike others. Among the differences:
This is unlike prior pandemics. This is the first global pandemic in a social media world. Recent pandemics were geographically contained. Middle East Respiratory Syndrome was mostly confined to the Republic of Korea. Ebola was contained in the United States, and our military and public health experts were able to contain it in West Africa. And this is the first truly global pandemic in the lifetimes of most people in leadership positions.
This is unlike natural disasters. Most organizations are ready or can adapt to natural disasters such as hurricanes, tornadoes, earthquakes, and floods. But those are generally geographically confined and are sudden but short in duration. COVID-19 is widespread and will continue for a very long time.
This is not like ordinary corporate crises. Most corporate crises are limited to a particular company, sector, or geography. But this one affects every organization. And unlike most corporate crises, this one has the additional dimensions of public health, economic risk, information challenges, competence of government, and social dislocation.
The situation is constantly changing. The scope of contagion, the government and society’s response to it, and our understanding of risk to ourselves are in constant flux. In a matter of days we saw an escalation from no large crowds to no crowds at all to stay-at-home orders to full lock-down orders.
This is fundamentally reshaping our understanding of work. As millions of American workers learn how to work from home, and as companies experiment with different modes of delivering products and services, the likelihood of a return to pre-COVID-19 conditions is not clear.
Crisis Response Best Practices
Most ineffective crisis responses begin with leaders asking some version of What should we do? Or What should we say? The challenge with this kind of question is that it focuses on the we – on the entity or leader in crisis. This results in the consideration of options that may make the leader in midst of crisis feel less vulnerable. But it is unlikely to lead to what is necessary to maintain trust, confidence, and support of those people whose trust, confidence, and support are critical to the organization.
What is needed is a different kind of thinking that begins not with the I/me/we/us but rather with the they/them – with the stakeholders who matter to the organization. The leadership discipline of mental readiness – the readiness to shift frames of reference from the first person — I/me/we/us — to the third person — they/them — makes all the difference.
And that’s because of the way trust works.
A common goal for most organizations and leaders in crises is to maintain the trust and confidence of those who matter – shareholders, employees, customers, regulators, residents, citizens, voters, etc. Trust is what makes other elements of competitive advantage possible, from stock price to employee morale and productivity to support of regulators.
Trust, in turn, is the consequence of three related but slightly different things:
Promises fulfilled. These can be explicit promises, or implicit promises such as in a brand identity. If we are seen to break a promise, trust falls.
Expectations met. These can be expectations we set ourselves, such as by making promises. Or they can be expectations set by law or by government order. Or they can be expectations set by society. If we fail to meet expectations, trust falls.
Values lived. When those who matter to us experience us as living our stated values, the result is trust. If those who matter to us experience us as not living our stated values, trust falls.
And one of the patterns we notice is that it is much harder to restore trust once it has been lost than to maintain trust before it has been lost.
Asking What should we do? runs the serious risk of failing even to consider stakeholders’ expectations. Worse, it further risks the leader becoming stuck in his or her own perspective, in I/me/we/us. Hence, such crisis whoppers as BP CEO Tony Hayward’s “I’d like my life back,” or even President Richard Nixon’s “I am not a crook.”
Most crisis response failures can be traced back to the ultimate decision-makers focusing on their own frame of reference rather than on their stakeholders.
The right question to ask when determining the appropriate course of action in a crisis is not What should we do.
Rather, it is this: What would reasonable people appropriately expect a responsible organization or leader to do when facing this kind of situation?
For any stakeholder group we can answer the question, What would reasonable members of this stakeholder group appropriately expect a responsible organization or leader to do? to a very granular level. To the level of all employees, or only those employees in this one facility, or only those employees who were present when something happened. We can inventory those granular expectations for each stakeholder group, and we can then work to fulfill those particular expectations.
But regardless the particular expectations of any given stakeholder group, there is a common expectation that applies to all stakeholder groups all the time: In a crisis, all stakeholders expect a responsible organization or leader to care. To care that something has happened; to care that people need help; to care that something needs to be done.
What it means to care may be different from crisis to crisis, or from industry to industry. What it means to care in the early phases of the crisis may be different from what it means to care in the later phases of the crisis. But that we need to care doesn’t change.
The single largest predictor that trust will fall is the perception of indifference. And silence, when there is an expectation of caring, is interpreted by stakeholders as indifference. And it gives our adversaries, critics, media and social media, and trolls the ability to define us as uncaring, or incompetent, or as lacking integrity.
Applying Best Practices to COVID-19 Communication
As the Logos Institute team has studied institutional response to COVIID-19, we have derived these lessons applying the principle of caring to the pandemic.
Begin all communication, whether written or verbal, with a statement of values, or belief, or intent, or motivation. Don’t dive directly into the facts. Audiences are far more likely to read or listen, understand, and remember when the leader creates an emotional connection first, and that begins with the statement of values.
Show you care. Calibrate communication with empathy.
Be direct: No euphemism. Euphemism is confusing to audiences, especially when under stress. If an employee has died because of COVID-19, say so.
Tell the truth: Avoid misleading half-truths. Remember that you’re in this for the long term. And eventually you’ll need employees to continue to want to work for you, and customers to want to do business with you. If you know that layoffs are likely, and you’re asked whether there will be layoffs, it may be tempting to say something literally true — “At this point there is no plan to lay people off.” This may be true, but the question was not about whether there is a plan but rather about whether there would be layoffs. A better response would be “We haven’t made a final decision, and we will do whatever we can to protect employees, but layoffs are a possibility.”
Address all relevant dimensions of the crisis: public health, business crisis, economic crisis, information crisis, competence of government crisis, social crisis, and mental health crisis. It may be tempting to stay in a single frame, say, business crisis. But your stakeholders are experiencing all seven dimensions of the crisis.
Remember that expectations are dynamic. Yesterday’s expectations may not be helpful today. Calibrate against current expectations.
Communicate at multiple levels. Employees and other stakeholders need to hear from more than the CEO. At this point it is better to over-communicate than to under-communicate.
Align on values; allow granular detail appropriate to each level. Whether the CEO or an EVP or VP or department head or project team leader, there should be alignment on the level of values, belief, intent, or motive. But at each level the granularity should be appropriate to the level of the leader doing the communication.
Convey a positive attitude that balances urgency against the provoking of panic. Effective leaders keep the focus on the future even while demonstrating urgency. But emotions themselves are contagious. Leaders need to stop short of provoking panic.
Express emotion, vulnerability, and humility. Arrogance makes empathy impossible, and it is empathy that gets leaders and organizations through a crisis. Leaders are often reluctant to express emotion or vulnerability. But the most effective ones do.
Get good at being on TV. Whether recording a video for public consumption or conducting a meeting via Zoom or Skype or GoToMeeting, leaders need to get good at communicating through a video camera.
Remember, people are feeling very fragile. People are scared; they’re worried about their jobs and their friends and their families. People’s work lives and personal lives have been upended. And some people are being stigmatized. Now is a time that calls for kindness. Effective leaders care.
https://i0.wp.com/www.logosconsulting.net/wp-content/uploads/2020/10/A-Teachable-Moment-in-Trumps-Testing-Positive-for-COVID-19-covid19-helio.jpeg?fit=1530%2C1402&ssl=114021530Helio Fred Garciahttps://www.logosconsulting.net/wp-content/uploads/2021/05/HQ-Lambda-Consulting-Lockup-1030x562.pngHelio Fred Garcia2020-03-25 22:21:362021-09-30 16:25:30Leadership, Communication, and COVID-19
Logos Consulting Group is pleased to announce that the next book by Logos President Helio Fred Garcia is now available for pre-order.
Words on Fire: The Power of Incendiary Language and How to Confront It is about the power of communication to do great harm, and how civic leaders and engaged citizens can hold leaders accountable to prevent such harm. Garcia focuses on the forms of communication that condition an audience to accept, condone, and commit violence against a targeted group, rival, or critic.
Sending Up a Flare
In the book’s preface Garcia writes,
“In my teaching and research, I study patterns: patterns that help leaders enhance competitive advantage, build trust and loyalty, and change the world for the better. I study the patterns of audience engagement and audience reaction. I study persuasion and influence, and the power of language to change people, mostly for the better.”
But he also provides a caution:
“I’ve also been acutely aware of the use of communication to hurt, to harm, and to humiliate, and of how dehumanizing and demonizing language can lead some people to commit acts of violence. I typically don’t teach those things in a classroom, but I often send up a flare, warning students, former students, and others of the predictable, if unintended, consequences of speech that, under the right conditions, can influence people to accept, condone and commit violence against members of a group.”
Garcia notes that he found himself sending up many flares in recent years, but that something changed in 2018. In the Fall of that year he posted on social media persistent warnings about stochastic terrorism, the technical term for language that provokes some people to commit violence. He says,
“My concern grew into alarm as the 2018 mid-term elections approached and as President Trump’s language crossed a line. I worried that someone would be killed by Trump followers who embraced his increasingly incendiary rhetoric about immigrants, Mexicans, Muslims, and critics.”
Garcia’s fears were soon realized.
“In a single week, about ten days before the mid-terms, two separate terror attacks took place: one killed eleven people at worship in a synagogue; one failed but had targeted a dozen Trump critics with mail bombs. In both cases the perpetrators justified their actions by quoting Trump language. One of them, the mail bomber, described his conversion from being apolitical to being ‘a soldier in the war between right and left’ that resulted from his several years in Trump’s orbit.”
The following day Garcia posted a blog on Daily Kos describing the relationship between language and violence. That post was republished by CommPro.biz. Words on Fire is the continuation of that original blog post.
In reflecting on the President’s language, Garcia noticed another pattern: the forms of his language were familiar. He realized that the president was using the very same rhetorical techniques that had preceded previous mass murders, including genocides. He worried that, left unchecked, the president would continue, with increasingly dire consequences.
Garcia explored the kinds of language that historically had preceded acts of mass violence. And he studied contemporary sources including the U.S. Holocaust Museum Simon-Skjodt Center for the Prevention of Genocide. The center defines “dangerous speech” as:
“speech that increases the risk for violence targeting certain people because of their membership in a group, such as an ethnic, religious, or racial group. It includes both speech that qualifies as incitement and speech that makes incitement possible by conditioning its audience to accept, condone, and commit violence against people who belong to a targeted group.”
One of the key elements of creating such conditions is to dehumanize others. The Center’s handbook Defusing Hate notes that:
“Dangerous speech often dehumanizes the group it targets (e.g., by calling its members rats, dogs, or lice), accuses the target group of planning to harm the audience, and presents the target group’s existence as a dire threat to the audience.”
Garcia also studied the work of Yale University philosopher Jason Stanley, who says that when leaders persistently dehumanize others they lessen the capacity of citizens to empathize.
Dangerous speech begins with dehumanization but doesn’t end there. Garcia has identified twelve communication techniques that individually and collectively create a social context that conditions an audience to accept, condone, and commit violence against people who belong to a targeted group. Each technique is a bit different from the other, although the individual techniques have elements in common. They serve as a kind of Playbook that malicious leaders have used to divide communities and to accumulate power. The twelve forms are:
Dehumanize: Calling groups of people animals or vermin who are infesting the nation.
Demonize/Delegitimize: Attributing to a group or rival a menacing, evil identity or calling into question the legitimacy or qualification of a group or rival.
Scapegoat: Blaming a group for all or many of the nation’s problems.
Public Health Threat: Claiming that members of a group are carrying or transmitting dangerous diseases.
Safety Threat: Claiming that a group, rival, or critic is a threat to public safety – likely to cause death or injury to the nation or to the dominant group – or is a threat to civic order.
Violent Motive: Claiming that a group has violent or hostile intentions toward a dominant group.
Severely Exaggerating Risk: Labelling a minor issue or routine event a major threat.
Sinister Identities: Attributing vague or sinister identities to a group or its members.
Conspiracy: Saying that something is part of a sinister conspiracy.
Discredit Information: Discrediting the source of objective information or of information critical of the leader.
Conflation: Conflating the leader and the state, so that any criticism of the leader is seen as an attack on the nation.
Menacing Image: Juxtaposing a menacing image (noose, swastika, flaming cross) with a person or person’s image, a location, or a facility associated with the target.
Words on Fire documents these forms of communication, and the consequences of that language, both before Trump and by Trump.
But it does more. It assesses how American political life came to this dangerous and demoralizing place.
And it offers hope, a path forward: a framework, a mindset, and a set of techniques to help civic leaders and informed citizens recognize the patterns of dangerous speech early, intervene early, hold those who use such language accountable for the consequences, and ideally prevent such violence in the first place.
Garcia and a team of researchers spent 14 months working on the book. In addition to studying historic mass killings that followed the persistent use of dangerous speech, Garcia and his researchers watched hundreds of rallies, interviews, and public appearances by Donald Trump as candidate and president, and read thousands of his tweets. Garcia also examined hate crime violence statistics and trends. And he examined national security and law enforcement scholarship on lone wolf violence up to and including lone wolf terrorism. Garcia synthesizes the fruits of this research and describes how lone wolves develop a terrorist mindset and how they are activated to commit violence.
From Stochastic Terrorism to Lone-Wolf Whistle Terrorism
Since 9/11 the use of communication in ways that trigger lone wolves to commit acts of violence, up to and including terrorism, has been known as stochastic terrorism. The name comes from a principle in statistics and describes something that may be statistically predictable but not individually predictable.
But Garcia has concluded that the phrase stochastic terrorism is difficult to grasp, and even to say, and tends to limit discussion. He proposes a different way to describe the phenomenon, based on who is motivated to act on the communication – lone wolves – and what triggers them to so act – a kind of dog whistle that he calls a lone-wolf whistle.
“Acts of violence triggered by such language I call lone-wolf whistle violence. When such language triggers mass violence with a political, ideological, or similar motive I call it lone-wolf whistle terrorism.”
A Call to Action
Words on Fire also profiles leaders who stepped over the line and were called on it. All, in their own ways and in varying time frames, stopped what they were doing. As responsible leaders do.
Garcia also explores humility as an essential leadership attribute that makes empathy possible. It is empathy that allows leaders to see the damage their rhetoric may cause, and humility and empathy that lead them to stop.
The book closes by providing a framework for civic leaders, engaged citizens, journalists, and public officials to recognize when a leader may have crossed the line, and a way to understand the likely consequences of dangerous speech. Garcia takes the Lone-Wolf Whistle Terrorism Playbook and recasts it as a toolkit or checklist in the form of questions to ask that can help determine whether a leader’s rhetoric is likely to inspire lone wolves to take matters into their own hands.
Early reaction to Words on Fire by those who have read the manuscript has been quite positive, and the book has several early endorsers.
David Lapan, Colonel, USMC (ret), former Pentagon and Department of Homeland Security spokesman, says:
“Language is power, and powerful. It can uplift, or harm. Helio Fred Garcia is an astute student of language and communication. This book offers historic examples, keen insights and valuable advice on recognizing patterns of language that can harm or lead to violence.”
Evan Wolfson, Founder, Freedom to Marry, says:
“Drawing on history and his deep expertise in communications, Helio Fred Garcia documents how Trump’s barrage of hate, divisiveness, falsehoods, and triggering are even uglier and more dangerous than we thought, right out of the autocrat’s playbook. During the Nixon administration, John Dean blew the whistle on the ‘cancer growing on the presidency.’ Words on Fire provides a clear and alarming CAT-scan of the cancer growing from this presidency, and a highly readable guide to how we can call out and combat Trump’s toxic language and malignant agenda, pushing back against the corrosive forces that enable Trumpism and put our country in such peril.”
James E. Lukaszewski, America’s Crisis Guru®, says:
“Many of us were taught a lie as youngsters that sticks and stones can break our bones, but words will never hurt us. Fred courageously, graphically and powerfully illustrates that it is words on fire that bloodlessly, without scars or visible traces cause deep internal permanent damage while often triggering accompanying physical damage. And that if we remain silent one victim incinerated by words on fire damages the rest of us.”
“Words On Fire should be mandatory reading and a guide book for every reporter and editor anywhere. Journalists have significant responsibility for spreading the flames of intentionally incendiary, punitive, abusive language. There should be ethical and cultural sanctions for mindlessly but intentionally originating or transmitting dangerous language. Every business school needs to develop courses for managers and leaders in detoxifying and extinguishing fiery, intentionally emotional and harmful language, whatever the source, followed by every religious leader and elected official. Important institutions in our society and culture have the affirmative responsibility to stand up and speak out against the users and use of words on fire.“
Public reaction has also been positive. In the week after Words on Fire became available for Amazon pre-order, it became the Amazon #1 New Release in Rhetoric and #2 in New Releases in Public Administration the #3 best seller in Public Administration.
Words on Fire is scheduled for publication in mid-June. It is available for pre-order in both paperback and kindle edition.
Prior Books by Logos President
Words on Fire is Garcia’s fifth book. His first, published in 1998, was the two-volume Crisis Communications, now out of print.
Garcia has been on the New York University faculty since 1988. He is an adjunct professor of management in NYU’s Stern School of Business Executive MBA program, where he teaches crisis management, and where he was named Executive MBA Great Professor. He is an adjunct associate professor of management and communication in NYU’s School of Professional Studies, MS in Public Relations and Corporate Communication program, where he twice received the Dean’s award for teaching excellence, in 1990 and in 2017. In that program he teaches courses in communication strategy; in communication ethics, law, and regulation; and in crisis communication.
Garcia is an adjunct associate professor of professional development and leadership at Columbia University, where he teaches ethics, crisis, and leadership in the Fu Foundation School of Engineering and Applied Science. Garcia is also a Senior Fellow in the Institute of Corporate Communication at Communication University of China in Beijing.
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