pr-crisis-response

Compare original and translation side by side

🇺🇸

Original

English

🇨🇳

Translation

Chinese

PR Crisis Management

PR危机管理

Framework

框架

IRON LAW: First Response Within 1 Hour

The first hour after a crisis becomes public is the "golden hour."
Silence in this window = others control the narrative. A holding
statement ("We are aware of [issue] and are investigating. We will
provide an update by [time].") is infinitely better than silence.

铁律：1小时内首次响应

危机公之于众后的首个小时是「黄金一小时」。
在此期间保持沉默 = 任由他人主导舆论。发布一份占位声明（「我们已获悉[问题]，正在展开调查。我们将在[时间]前发布最新消息。」）远胜于沉默。

Crisis Classification

危机分级

Level	Description	Examples	Response
Level 1: Noise	Minor complaint, limited reach	Single negative review, individual social post	Monitor, respond if needed
Level 2: Issue	Growing attention, media interest possible	Multiple complaints on same topic, minor influencer post	Proactive response, prepare statement
Level 3: Crisis	Widespread media coverage, significant reputation damage	Product recall, data breach, viral scandal, executive misconduct	Full crisis protocol, C-suite involvement

级别	描述	示例	应对方式
1级：杂音	轻微投诉，影响范围有限	单一负面评价、个人社交帖子	监控，必要时回应
2级：问题	关注度上升，可能引发媒体兴趣	多个同主题投诉、小型网红帖子	主动回应，准备声明
3级：危机	媒体广泛报道，声誉严重受损	产品召回、数据泄露、病毒式丑闻、高管不当行为	启动完整危机应对流程，需高管层介入

Crisis Response Protocol

危机响应流程

Hour 1: Contain

Activate crisis team (PR, Legal, CEO, relevant department head)
Issue holding statement (acknowledge, don't speculate)
Secure all internal communications (no unauthorized statements)
Begin fact-gathering

Hours 2-6: Respond

Draft full statement using 3C framework
Legal review (balance transparency with liability)
Publish on owned channels first, then distribute to media
Brief customer-facing teams (CS, sales) with talking points

Days 1-7: Manage

Monitor media reaction to response
Issue updates as new information emerges
Respond to media inquiries consistently
Address social media individually where appropriate

Weeks 2-4: Recover

Implement corrective actions (not just promises)
Communicate actions taken
Re-engage positive narratives
Post-mortem: what happened, why, how to prevent

第1小时：管控

启动危机应对团队（PR、法务、CEO、相关部门负责人）
发布占位声明（确认已知情况，不做猜测）
管控内部沟通（禁止未经授权的对外发声）
开始事实收集

第2-6小时：回应

采用3C框架起草完整声明
法务审核（平衡透明度与法律风险）
先在自有渠道发布，再向媒体分发
为客户对接团队（客服、销售）提供沟通要点

第1-7天：管理

监控媒体对回应的反应
随着新信息出现及时发布更新
统一回应媒体问询
视情况逐一回应社交媒体上的相关内容

第2-4周：恢复

落实整改行动（而非仅作承诺）
对外通报已采取的行动
重新打造正面舆论
事后复盘：事件始末、原因分析、预防措施

3C Crisis Statement Framework

3C危机声明框架

[CONCERN] We are deeply concerned about [specific situation].
Our thoughts are with [affected parties].

[COMMITMENT] We are taking immediate action:
1. [Specific action 1]
2. [Specific action 2]
3. [Investigation/review underway]

[CONTROL] We have [crisis team/process] in place. We will provide
updates [when and where]. For questions: [contact info].

[关切] 我们对[具体情况]深表关切。
我们心系[受影响方]。

[承诺] 我们正立即采取以下行动：
1. [具体行动1]
2. [具体行动2]
3. [正在开展调查/审查]

[管控] 我们已部署[危机应对团队/流程]。我们将在[时间和渠道]发布最新消息。如有疑问，请联系：[联系方式]。

What NOT to Say

禁忌表述

Don't	Why	Instead
"No comment"	Implies guilt or indifference	"We are investigating and will share findings"
"We're sorry IF anyone was offended"	Non-apology, dismissive	"We apologize for [specific thing]"
Blame others	Looks defensive	Take responsibility for your part
Speculate	May be wrong, creates new problems	"Here is what we know so far"
Minimize	Alienates affected people	Acknowledge the seriousness

不要说	原因	替代表述
「无可奉告」	暗示有罪或漠不关心	「我们正在调查，将及时公布结果」
「如果有人因此感到冒犯，我们深表歉意」	非真诚道歉，带有轻视意味	「我们为[具体事件]深表歉意」
指责他人	显得防御性强	承担自身应负的责任
猜测臆断	可能出错，引发新问题	「目前我们了解到的情况如下」
淡化问题	疏远受影响人群	承认问题的严重性

Output Format

输出格式

markdown

undefined

markdown

undefined

Crisis Response: {Situation}

危机应对方案：{具体场景}

Classification

分级判定

Level: 1 (Noise) / 2 (Issue) / 3 (Crisis)
Type: Product / Personnel / Operational / External
Current media coverage: {scope}

级别：1级（杂音）/2级（问题）/3级（危机）
类型：产品/人员/运营/外部
当前媒体覆盖范围：{覆盖情况}

Holding Statement (< 1 hour)

占位声明（1小时内发布）

{Draft}

{草稿内容}

Full Statement (< 6 hours)

完整声明（6小时内发布）

{3C framework draft}

{基于3C框架的草稿}

Talking Points (for CS/Sales)

沟通要点（供客服/销售使用）

{key message}
{key message}
{redirect: "For further questions, please contact [PR]"}

{核心信息1}
{核心信息2}
{引导语：「如需进一步咨询，请联系[PR团队]」}

Anticipated Questions & Answers

预期问题与答复

Question	Answer
{likely question}	{prepared answer}

问题	答复
{可能的问题}	{准备好的答复}

Recovery Plan

恢复计划

{corrective action + timeline}

undefined

{整改行动 + 时间线}

undefined

Gotchas

注意事项

Speed vs accuracy trade-off: In hour 1, prioritize speed with a holding statement. In hours 2-6, prioritize accuracy with the full statement. Never sacrifice accuracy for speed in the full statement.
Social media crises escalate in minutes: A viral TikTok or PTT post can reach millions before your crisis team assembles. Pre-written holding statements for common scenarios save critical minutes.
Internal leaks are the second crisis: Employees sharing internal discussions on social media compounds the problem. Brief all staff: "All external communication goes through PR."
Taiwan media cycle: Taiwan's 24-hour news channels (TVBS, SET, CTV) and online outlets (ETtoday, UDN) amplify stories rapidly. The PTT → news outlet pipeline means a PTT hot post becomes TV news within hours.
Apology culture varies: In Taiwan/Japan, a sincere public apology (including bowing) is expected and effective. In the US, apologies are often viewed as liability admission. Calibrate to cultural context.

速度与准确性的权衡：第1小时优先发布占位声明以保证速度；第2-6小时发布完整声明时优先保证准确性。发布完整声明时绝不能为了速度牺牲准确性。
社交媒体危机升级极快：一条 viral 的TikTok或PTT帖子可能在你的危机团队集结前就已触达数百万人。针对常见场景预先撰写好占位声明能节省关键时间。
内部泄密是次生危机：员工在社交媒体上分享内部讨论会加剧问题。需告知所有员工：「所有对外沟通均需通过PR团队」。
台湾媒体周期：台湾的24小时新闻频道（TVBS、SET、CTV）及网络媒体（ETtoday、UDN）会快速放大事件。PTT热门帖→新闻媒体的传导路径意味着PTT上的热帖数小时内就会成为电视新闻。
道歉文化差异：在台湾/日本，真诚的公开道歉（包括鞠躬）是被期待且有效的。在美国，道歉常被视为承认责任。需根据文化背景调整应对方式。

References

参考资料

For social media crisis playbook, see
```
references/social-crisis.md
```
For post-crisis reputation rebuilding, see
```
references/reputation-recovery.md
```

社交媒体危机应对手册，请查看
```
references/social-crisis.md
```
危机后声誉重建指南，请查看
```
references/reputation-recovery.md
```