THE CRISIS METHOD
How to Approach Difficult Decisions, Work With Journalists, and Organize a Response That Protects People and Preserves Credibility
PART ONE: PRINCIPLES AND STRATEGY
General Principles
People before press releases. Protect people, contain the harm, and provide practical help. In a crisis, these duties come first.
In a real crisis, spin will not work. Identify a remedy before polishing the prose. A perfectly worded statement does not cure a faulty policy.
Sympathetic words are insufficient. They can’t stop preventable harm, help frustrated customers, or excuse a leader’s inaction. Statements must focus on the remedy and its timeline.
Good judgment beats good copy. Verify the facts, compare the options, and weigh their likely consequences. An appealing message is not, by itself, a reason to choose a course of action.
Values, not trends, must guide a crisis response. Leaders have a duty to protect people’s safety, dignity, livelihoods, and trust, and explain how they are doing it. When social or political issues arise, values and responsibilities, rather than a trending argument, must guide their actions.
Respond to the big lie. Swiftly correct the false claims most likely to cause harm. Lead with verified facts, identify the falsehood without lingering on it, and explain the evidence disproving it in plain English.
Disagreements aren’t lies. Criticism and inconvenient facts are not misinformation. Disliking a claim does not make it false. Liking a claim does not make it true.
Do not promote obscure rumors, no matter how appealing they may be.
The whistleblower is not the crisis. Take allegations seriously without making the whistleblower the problem.
Disparagement signals a weak case. When an adversary is wrong, show why. Address the argument without vilifying the person. Insults can alienate undecided people who might otherwise accept your facts.
Investigate yourself. Undertake a review led by qualified investigators. Preserve records and prohibit retaliation. Respect privacy and treat complainants and the accused fairly.
Use humor sparingly. Sarcasm is generally more satisfying to the speaker than persuasive to the listener.
The Art of Messaging
A message is not mere facts. A persuasive message is (1) a discrete body of information (2) drawn as a comparison (3) communicated to a narrow body of people who have not yet made up their minds. If it does not have all three parts, it is incomplete.
A message triangle helps a speaker remember three themes. In a crisis, a typical triangle is current facts, actions taken, and what comes next. Use the corners to organize your answers.
Give every message a job. Decide whether the message should warn, explain, correct the record, reassure with evidence, or guide action.
Craft messages with precision. Know exactly what the intended audience should take away from it. Include the facts and practical directions needed for that purpose.
Make the point easy to find. Lead with the most important information and one clear action whenever possible. Use familiar words, short sentences, and concrete instructions.
Declutter your central message. Offer supporting detail separately so people can read more if they choose to. Repeat the central message consistently, updating it as facts change.
Public Opinion
Conduct polling and research to gauge public opinion. Use polling, focus groups, and message testing to learn what people understand, what concerns them, and which explanations persuade them.
Polling and research can expose mistaken assumptions and unclear language. It cannot decide what is right or rescue a bad policy.
Speak beyond the briefing room. Address a reasonable person following the news, and squarely address what that person would want to know. The gaggle is a means of reaching that person.
Use earned media and paid media to shift public opinion. Earned media is coverage you fight for; journalists decide what to publish. Paid media is advertising you buy, controlling the message and placement. Use both.
Credibility can’t be bought. Enlist credible experts and trusted community voices. Disclose paid relationships.
Never invent supporters, fabricate reviews, or present purchased endorsements as independent judgment. Disclosure does not sanitize fabrication.