British government communication during the 2020 COVID-19 pandemic: learning from high reliability organizations
This article examines British government communication during the COVID-19 pandemic, assessing how it aligns to the communicational characteristics of high reliability organizations (HROs). The central proposition of the study is that HROs’ organizational culture enables and cultivates effective, et...
| Main Author: | |
|---|---|
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Taylor & Francis
[2020]
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| In: |
Church, Communication and Culture
Year: 2020, Volume: 5, Issue: 3, Pages: 356-377 |
| RelBib Classification: | CG Christianity and Politics KAJ Church history 1914-; recent history KBF British Isles NCC Social ethics ZA Social sciences |
| Further subjects: | B
Communication Studies
B Coronavirus B Government crisis communication B high reliability organizations B Trust B Organizational Communications |
| Online Access: |
Volltext (kostenfrei) |
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| 520 | |a This article examines British government communication during the COVID-19 pandemic, assessing how it aligns to the communicational characteristics of high reliability organizations (HROs). The central proposition of the study is that HROs’ organizational culture enables and cultivates effective, ethical communication that, in turn, enhances the trust and engagement of stakeholders and citizens. A thematic content analysis of the UK prime minister’s public communication about the new coronavirus outbreak, examining televised statements, news briefings and prime minister’s questions from January to June 2020, shows that the British prime minister’s initial approach to communication about the virus was complacent about the country’s preparedness and capacity to control the disease’s spread. No errors were admitted in any of the government’s subsequent handling of the pandemic nor were mistakes acknowledged in the actions of those in or advising government. These approaches to communication are at odds with those adopted by HROs. The study suggests that lessons can be learnt from HRO practices for communication in high risk environments. They are also applicable to organizations that have experienced historical difficulties both in admitting errors and in fostering a transparent, responsive communicational culture. | ||
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