Issue link: https://hi.iaq.net/i/630729
Effective Communication 17 If the problem seems to be widespread or potentially serious, it is advisable to work with your health and safety commit- tee. If you do not have a health and safety committee, consider forming one, or establishing a joint management-tenant IAQ task force. (See the discussion on page 13.) Productive relations will be enhanced if occupants are given basic information during the process of investigation and mitigation. Potential critics can become allies if they are invited to be part of the problem-solving process and become better educated about IAQ and building operations. Building managers may be understandably reluctant to share test results or consultants' reports with their tenants or employees, but secrecy in such matters can backfire if information leaks out at a later time. Building management staff can be encouraged to talk directly with occupants both at the time a complaint occurs and later during a diagnostic investigation. Their observations about patterns of symptoms or building conditions may provide helpful information. Confidentiality of records can be important to occupants, especially if they are concerned that IAQ complaints will lead to negative reactions from their employers. There may be legal penalties for violating confidentiality of medical records. By reassuring occupants that privacy will be respected, investigators are more likely to obtain honest and complete information. It is advisable to explain the nature of investigative activities, so that rumors and suspicions can be countered with factual information. Notices or memoranda can be delivered directly to selected occupants or posted in general use areas. Newsletter articles or other established communica- tion channels can also be used to keep building occupants up-to-date. Problems can arise from saying either too little or too much. Premature release of information when data-gathering is still incomplete can produce confusion, frustration, and mistrust at a later date. Similar problems can result from incorrect representation of risk — assuming the worst case (or the best). However, if progress reports are not given, people may think nothing (or something terrible) is happening. It is good practice to clear each piece of information with the facility manager, building owner, or legal counsel. Management should attempt to be factual and to the point when presenting informa- tion such as: ■ the definition of the complaint area based upon the location and distribution of complaints (this may be revised as the investigation progresses) ■ the progress of the investigation, including the types of information that are being gathered and ways that occupants can help ■ factors that have been evaluated and found not to be causing or contributing to the problem ■ how long the investigation might take ■ attempts that are being made to improve indoor air quality ■ work that remains to be done and the schedule for its completion Vague discomfort, intermittent symp- toms, and complex interactions of job stress with environmental factors, which make IAQ problems difficult to investi- gate, can also obscure the effects of mitigation efforts. Even after the proper mitigation strategy is in place, it may take days or weeks for contaminants to dissi- pate and symptoms to disappear. If building occupants are informed that their symptoms may persist for some time after mitigation, the inability to bring instant relief is less likely to be seen as a failure. If the problem seems to be widespread or potentially serious, it is advisable to work with your health and safety committee. If you do not have a health and safety committee, consider forming one, or establishing a joint management-tenant IAQ task force.