pr-crisis-communication

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Original

English

🇨🇳

Translation

Chinese

Crisis Communication

危机沟通

Framework

框架

IRON LAW: Respond in the Golden Hour

The first public response must come within 1 hour of the crisis becoming
public. Silence creates a vacuum that others fill with speculation.
A holding statement ("We are aware and investigating") is better than
no statement. Perfection is the enemy of timeliness.

IRON LAW: Respond in the Golden Hour

The first public response must come within 1 hour of the crisis becoming
public. Silence creates a vacuum that others fill with speculation.
A holding statement ("We are aware and investigating") is better than
no statement. Perfection is the enemy of timeliness.

Three Phases

三个阶段

1. Prevention (before crisis)

Identify potential crises (risk inventory)
Prepare holding statements and spokesperson training
Establish a crisis team with clear roles
Monitor media and social channels

2. Response (during crisis)

Activate crisis team
Issue holding statement immediately
Gather facts rapidly
Issue full statement using 3C framework:
- Concern: Show empathy for affected parties
- Commitment: State what you're doing about it
- Control: Demonstrate you're managing the situation

3. Recovery (after crisis)

Assess damage and lessons learned
Implement corrective actions
Rebuild stakeholder trust through actions (not just words)
Update crisis plan based on learnings

1. 预防阶段（危机发生前）

识别潜在危机（风险清单）
准备暂留声明并开展发言人培训
建立职责明确的危机应对团队
监测媒体及社交渠道

2. 响应阶段（危机发生时）

启动危机应对团队
立即发布暂留声明
快速收集事实
运用3C框架发布完整声明：
- 关怀（Concern）：向受影响方表达共情
- 承诺（Commitment）：说明针对危机将采取的行动
- 管控（Control）：展示对局势的管理能力

3. 恢复阶段（危机结束后）

评估损失并总结经验教训
实施纠正措施
通过实际行动（而非仅口头表述）重建利益相关者信任
根据经验更新危机应对方案

SCCT (Situational Crisis Communication Theory)

SCCT（情境危机沟通理论）

Crisis Type	Attribution of Blame	Response Strategy
Victim (natural disaster, rumor)	Low — organization is also a victim	Deny / Diminish
Accidental (technical error, product defect)	Medium — unintentional	Diminish / Rebuild
Preventable (human error, organizational failure)	High — could have been avoided	Rebuild (full apology + corrective action)

危机类型	责任归因	应对策略
受害型（自然灾害、谣言）	低——组织本身也是受害者	否认/弱化
意外型（技术故障、产品缺陷）	中——非故意行为	弱化/重建
可预防型（人为失误、组织失职）	高——本可避免	重建（全面道歉+纠正措施）

Crisis Statement Template

危机声明模板

[Concern] We are deeply concerned about [specific situation] and our
thoughts are with [affected parties].

[Facts] Here is what we know: [factual summary, no speculation].

[Commitment] We are taking the following immediate actions:
1. [Action 1]
2. [Action 2]

[Control] We have activated [response team/process] and will provide
updates [frequency and channel].

[Contact] For questions, contact [spokesperson, channel].

[Concern] We are deeply concerned about [specific situation] and our
thoughts are with [affected parties].

[Facts] Here is what we know: [factual summary, no speculation].

[Commitment] We are taking the following immediate actions:
1. [Action 1]
2. [Action 2]

[Control] We have activated [response team/process] and will provide
updates [frequency and channel].

[Contact] For questions, contact [spokesperson, channel].

Output Format

输出格式

markdown

undefined

markdown

undefined

Crisis Response Plan: {Situation}

Crisis Assessment

Type: Victim / Accidental / Preventable
Severity: Low / Medium / High
Stakeholders affected: {list}
Media attention level: {current state}

Type: Victim / Accidental / Preventable
Severity: Low / Medium / High
Stakeholders affected: {list}
Media attention level: {current state}

Immediate Response (< 1 hour)

Holding statement: {draft}
Spokesperson: {who}
Internal notification: {who needs to know}

Holding statement: {draft}
Spokesperson: {who}
Internal notification: {who needs to know}

Full Response (< 24 hours)

Full statement: {draft using 3C framework}
Key messages (3 max): ...
Channel strategy: {where to publish}
Q&A preparation: {anticipated questions + answers}

Full statement: {draft using 3C framework}
Key messages (3 max): ...
Channel strategy: {where to publish}
Q&A preparation: {anticipated questions + answers}

Recovery Plan

Corrective actions: ...
Trust-rebuilding steps: ...
Timeline: ...

undefined

Corrective actions: ...
Trust-rebuilding steps: ...
Timeline: ...

undefined

Gotchas

注意事项

Never lie or speculate: If you don't know, say "We are investigating." A wrong fact in a crisis statement becomes the next crisis.
Social media accelerates everything: A crisis that would have taken days to develop in 2010 takes hours in 2025. Speed of response must match speed of spread.
Internal communication first: Employees should hear from you before they hear from the media. Issue internal statement before or simultaneously with external.
Apology requires specificity: "We're sorry if anyone was offended" is not an apology. "We apologize for [specific action] that caused [specific harm]" is.
Legal vs PR tension: Legal team wants to say nothing (liability). PR team wants to say everything (trust). The right answer is usually: acknowledge facts, show empathy, commit to action — without admitting legal liability prematurely.

切勿撒谎或猜测：如果不确定，就说“我们正在调查”。危机声明中的错误事实会引发新的危机。
社交媒体加速危机传播：2010年需要数天发酵的危机，在2025年仅需数小时。响应速度必须匹配传播速度。
优先内部沟通：员工应先从公司获悉消息，而非从媒体。内部声明应早于或同步于外部声明发布。
道歉需具体：“若有人感到冒犯我们深表歉意”并非真正的道歉。“我们为[具体行为]造成[具体伤害]致歉”才是合格的道歉。
法务与公关的矛盾：法务团队希望保持沉默（规避责任），公关团队希望充分沟通（维护信任）。正确的做法通常是：承认事实、表达共情、承诺行动——但不要过早承认法律责任。

References

参考资料

For social media crisis response playbook, see
```
references/social-crisis.md
```

社交媒体危机响应手册，请参阅
```
references/social-crisis.md
```