pr-crisis-response

asgard-ai-platform ｜ 商業與營運 ｜ 原文 ｜ MIT

公關危機的分級、黃金一小時回應和 3C 聲明範本

---
name: "pr-crisis-response"
description: "用危機分級、黃金一小時回應、危機聲明範本（3C 框架）和聲譽復原計畫來管理公關危機。使用者面臨負面媒體報導、爆紅的客訴、產品安全問題、高階主管不當行為，或任何威脅品牌聲譽的情況時使用，就算他們說的是「我們在社群上被炎上」、「針對這篇文章擬一份回應」、「這場公關災難我們該怎麼處理」或「為可能的反彈做準備」也一樣。"
metadata:
  category: "WP-02 品牌公關"
  tags: ["pr", "crisis-management", "reputation", "communication"]
---

# 公關危機管理

## 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.
```

### 危機分級

| 等級 | 描述 | 例子 | 回應 |
|-------|-----------|---------|----------|
| **Level 1：雜訊** | 輕微抱怨、觸及有限 | 單一負評、個人的社群貼文 | 監控，必要時回應 |
| **Level 2：議題** | 關注度上升、媒體可能有興趣 | 同一主題的多則抱怨、小型網紅的貼文 | 主動回應，準備聲明 |
| **Level 3：危機** | 廣泛的媒體報導、聲譽嚴重受損 | 產品召回、資料外洩、爆紅醜聞、高階主管不當行為 | 啟動完整危機程序，高階主管介入 |

### 危機回應程序

**第 1 小時：控制**
1. 啟動危機小組（公關、法務、CEO、相關部門主管）
2. 發出暫時性聲明（承認，不要臆測）
3. 控管所有內部溝通（不得擅自發言）
4. 開始蒐集事實

**第 2-6 小時：回應**
1. 用 3C 框架擬出完整聲明
2. 法務審閱（在透明度和責任之間取得平衡）
3. 先發佈在自有管道，再發給媒體
4. 為面對客戶的團隊（客服、業務）提供說帖

**第 1-7 天：管理**
1. 監控媒體對你回應的反應
2. 有新資訊就更新
3. 一致地回應媒體詢問
4. 在適當的地方個別回應社群媒體上的留言

**第 2-4 週：復原**
1. 落實矯正行動（不只是承諾）
2. 溝通已採取的行動
3. 重新帶起正面的敘事
4. 事後檢討：發生了什麼、為什麼、怎麼預防

### 3C 危機聲明框架

```
[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].
```

### 不能說什麼

| 不要 | 為什麼 | 改成 |
|-------|-----|---------|
| 「無可奉告」 | 暗示有罪或漠不關心 | 「我們正在調查，並會分享結果」 |
| 「如果有人覺得被冒犯，我們感到抱歉」 | 不是道歉，帶有敷衍的態度 | 「我們為 [具體事項] 道歉」 |
| 怪罪別人 | 顯得在防衛 | 為自己的那一部分負責 |
| 臆測 | 可能說錯，製造新的問題 | 「以下是我們目前所知」 |
| 輕描淡寫 | 疏遠受影響的人 | 承認事情的嚴重性 |

## 輸出格式

```markdown
# Crisis Response: {Situation}

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

## Holding Statement (< 1 hour)
{Draft}

## Full Statement (< 6 hours)
{3C framework draft}

## Talking Points (for CS/Sales)
1. {key message}
2. {key message}
3. {redirect: "For further questions, please contact [PR]"}

## Anticipated Questions & Answers
| Question | Answer |
|----------|--------|
| {likely question} | {prepared answer} |

## Recovery Plan
1. {corrective action + timeline}
```

## 注意事項

- **速度與準確度的取捨**：第 1 小時，優先考慮速度，用暫時性聲明。第 2-6 小時，優先考慮準確度，發出完整聲明。完整聲明裡絕對不要為了速度犧牲準確度。
- **社群媒體危機在幾分鐘內就會升級**：一支爆紅的 TikTok 或 PTT 文章，在你的危機小組集合之前就可能觸及數百萬人。為常見情境預先寫好暫時性聲明，可以省下關鍵的幾分鐘。
- **內部洩漏是第二場危機**：員工把內部討論分享到社群媒體上，會讓問題更嚴重。要告知全體員工：「所有對外溝通都經由公關。」
- **台灣的媒體週期**：台灣的 24 小時新聞頻道（TVBS、三立、中視）和網路媒體（ETtoday、UDN）會快速放大新聞。PTT → 新聞媒體這條管道，代表 PTT 上的熱門文章幾個小時內就會變成電視新聞。
- **道歉文化各地不同**：在台灣／日本，真誠的公開道歉（包括鞠躬）是被期待而且有效的。在美國，道歉常被視為承認責任。要依文化脈絡調整。

## 參考資料

- 社群媒體危機手冊請看 `references/social-crisis.md`
- 危機後的聲譽重建請看 `references/reputation-recovery.md`

---
name: "pr-crisis-response"
description: "Manage PR crises using classification, golden hour response, crisis statement templates (3C framework), and reputation recovery planning. Use this skill when the user faces negative media coverage, a viral complaint, product safety issues, executive misconduct, or any situation threatening brand reputation — even if they say 'we're getting destroyed on social media', 'draft a response to this article', 'how do we handle this PR disaster', or 'prepare for potential backlash'."
metadata:
  category: "WP-02 品牌公關"
  tags: ["pr", "crisis-management", "reputation", "communication"]
---

# PR Crisis Management

## Framework

```
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.
```

### Crisis Classification

| 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 |

### Crisis Response Protocol

**Hour 1: Contain**
1. Activate crisis team (PR, Legal, CEO, relevant department head)
2. Issue holding statement (acknowledge, don't speculate)
3. Secure all internal communications (no unauthorized statements)
4. Begin fact-gathering

**Hours 2-6: Respond**
1. Draft full statement using 3C framework
2. Legal review (balance transparency with liability)
3. Publish on owned channels first, then distribute to media
4. Brief customer-facing teams (CS, sales) with talking points

**Days 1-7: Manage**
1. Monitor media reaction to response
2. Issue updates as new information emerges
3. Respond to media inquiries consistently
4. Address social media individually where appropriate

**Weeks 2-4: Recover**
1. Implement corrective actions (not just promises)
2. Communicate actions taken
3. Re-engage positive narratives
4. Post-mortem: what happened, why, how to prevent

### 3C Crisis Statement Framework

```
[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].
```

### What NOT to Say

| 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 |

## Output Format

```markdown
# Crisis Response: {Situation}

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

## Holding Statement (< 1 hour)
{Draft}

## Full Statement (< 6 hours)
{3C framework draft}

## Talking Points (for CS/Sales)
1. {key message}
2. {key message}
3. {redirect: "For further questions, please contact [PR]"}

## Anticipated Questions & Answers
| Question | Answer |
|----------|--------|
| {likely question} | {prepared answer} |

## Recovery Plan
1. {corrective action + timeline}
```

## Gotchas

- **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.

## References

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