Crisis Averted Meeting Recap
by Riley Mason
Panel Participants:
- River Gracey – First-Year PhD Student
- Dr. Yan Jin – Professor in Crisis Communication Leadership
- NaYoung Song – Integrated AdPR MA Student, Yarbrough Crisis Communication Fellow
Crisis communication simulation team
Key Takeaways
The best way to handle a crisis is to prevent one in the first place. Effective crisis communication starts with risk assessment and preparation. But when a crisis does occur, how should organizations respond? Read on to find out.
What inspired you to specialize in crisis communication?
Dr. Jin: As an introvert, I naturally dislike crises and conflict. However, I’m passionate about preventing and mitigating them. As a scholar, I see my role as contributing to the field of crisis communication. While communication alone can’t solve every problem, many crises could be avoided or minimized with better communication strategies.
How do you see the role of social media in crisis communication?
Song: Public feedback on social media plays a crucial role, particularly in understanding emotional responses. However, the presence of bots can distort messages and create challenges. It’s essential to tailor crisis communication toward a human-centered approach to build trust and credibility.
How has AI impacted risk management?
Song: AI is a double-edged sword—it can both help and create new challenges. In crisis communication, AI is often used to speed up response times. However, organizations must be extremely cautious with the data they use and ensure AI-driven messages are accurate and trustworthy.
What is the biggest mistake organizations make when managing a crisis?
Gracey: Timing. If an organization waits too long to respond, people will form their own conclusions. However, responding too quickly without all the facts can backfire. Crisis communication is a delicate balance—finding the right moment to deliver an effective message is both a science and an art. Legal and social factors must be considered, making timing one of the most critical elements of crisis management.
What motivated you to co-found the Crisis Communication Think Tank at UGA? What are its goals?
Dr. Jin: I co-founded the Crisis Communication Think Tank in 2018 to bring together top scholars and practitioners to produce actionable insights. The think tank is built on three core values:
- International – Engaging experts worldwide
- Interdisciplinary – Drawing from multiple fields of study
- Interconnected – Bridging academic research with real-world applications
The think tank focuses on leadership, evaluation, alignment, and precision to improve crisis communication strategies.
Crisis Communication Simulation
To conclude the meeting, participants engaged in a crisis communication simulation. Three groups were formed, each with a distinct role: leadership, media, and crisis response. After addressing the crisis scenario, the teams reconvened to discuss their actions, the company’s response plan, and the overall crisis assessment.
