Can ignoring a crisis make it disappear?
By Mickie Kennedy | Posted: August 26, 2013
When a crisis hits, your main goal is to minimize the damage to your organization. But rest assured, even if you don’t feel you’re at fault, your brand is sure to suffer.
當被危機擊中，你的主要目標是讓您組織的損害降到最低。不過無疑的，即使你不覺得你是有過錯的，你的品牌注定要受苦。
However, your crisis response can either mend relationships and cut down on long-term damage, or burn bridges. That’s why having a crisis management plan is so important.
然而，你的危機應對不是可以修補關係，並減少長期損害，不然就是一刀兩斷。這就是為什麼有危機管理計劃是非常重要的，
Of course, plan or not, when the day comes and you’re staring the unfortunate event in the face, you’ll have to choose how to respond, and human nature is going to tell you to run and hide. Not literally—although you may wish you could. Have you ever heard a reporter say, “The company could not be reached for a response”?
當然，計劃與否，當有一天，你面臨盯著不幸發生，你必須選擇如何應對，人類的本性是要告訴你逃跑和隱藏。這絕非悚言， 雖然你可能希望你能解決。你聽說過一個記者報導說，“該公司無法達到響應”
Better yet, an organization’s spokesperson is being interviewed and hit with some hard questions and he chooses the “no comment” route. Yeah, that’s virtually the same thing as running and hiding. For whatever reason, organizations do it all the time. Guess how everyone watching or reading that is going to react: “Ugh.” That’s right, they’re going to roll their eyes and assume the worst. The result? Your brand is toast.
更妙的是，一個組織的發言人正在接受採訪，面臨了一些難以回答的問題，他選擇了“無可奉告”的回應。是啊，這是幾乎同樣的事情，逃跑和隱藏。無論出於何種原因，組織總是如此做這一切， 猜猜看當大家看到或讀到會有什麼反應：“哎。”這是正確的，他們打算翻白眼並做出最壞的假設。結果呢？你的品牌就完蛋了。
It’s kind of like someone who thinks they have a severe illness—say, cancer. They’re scared to confront the issue or to know for sure what’s happening in their body, so they avoid the doctor’s office and fail to receive an official diagnosis. Secretly, they hope the problem fades. However, as we all know, cancer isn’t going to just die off by itself. It requires aggressive, specialized treatment. Otherwise, the cells multiply and spread through the body uncontrollably, consuming everything in their path.
這就像有人認為他們罹患重病，如癌症。他們害怕面對問題或肯定知道他們的身體發生了什麼事，所以他們避免去醫生的辦公室，以致錯失收到正式的診斷。私底下，他們希望問題變淡。
然而，大家都知道，癌症不會自行死亡。它需要積極進取，專門治療。否則，細胞增殖失控，並擴散到全身，在他們行經的路徑消耗一切。
Such is the case with a crisis. You want to believe that your brand name and customer loyalty are strong enough to carry you through the storm. In reality, your customer base deserves to hear from you. If they don’t, you can count on them assuming the worst. Not only that, media outlets will drag your name through the mud.
就這樣一個危機的情況下。你要相信你的品牌名稱和客戶忠誠度強大到足以帶你度過難關。在現實中，你的客戶群基本上應該聽到你的說法。如果他們沒有受到這樣做，你可以指望他們做最壞的假設。不僅如此，媒體會拖累詆毀你的品牌名譽。
Work with the media, or become its enemy
與媒體合作，或者成為它的敵人
The news media might be the strongest force in the entire world. Think about it. They can take a meaningless story, sensationalize it, and send the entire world into upheaval. Case in point, Y2K. Obviously, it turned out to be no issue whatsoever. Yet the “potential” issue received so much coverage that we saw people all over the world raiding supermarket shelves to prepare for doomsday. It was a manufactured crisis, fueled by the media.
新聞媒體可能是在整個世界具有最強的力量。想想吧。他們可以把一個毫無意義的故事，炒作它，並發送整個世界使其陷入動盪。案例點，Y2K(千禧蟲)。顯然，這竟然是沒有任何問題的。
然而，“潛在”的議題收到這麼多新聞訊息，我們看到世界各地的襲擊超市的貨架，以應備世界末日的人。這是一個製造的危機，由媒體推波助瀾。
I say all that to make this point: You can’t beat the media. Once they sniff blood, they're going in for the kill. So if you give them any reason to believe you’re remotely guilty and trying to hide it, they’re going to make you the next big story—and not the kind of big story you want to be.
我說，為使這一點：你不能擊敗媒體。一旦他們嗅出了血，他們打算殺戮。因此，如果你給他們任何理由相信你是幾乎是無罪，並試圖掩蓋它，他們將打算使你成為下一個大故事，絕不是你想成為的那種。
Instead, you must do all you can to cooperate. Answer their questions head on, truthfully. The smallest lie is going to be found out and will come back to bite you. Don’t even consider it. It’s not worth it.
相反，你必須盡一切你可以進行合作。如實回答他們的問題，。最小的謊言要被發現了，會返回來咬你。所以甚至不考慮這樣。這是不值得的。
Yet companies still try to hide from the media in times of crisis, even though they’ve seen how the story always ends.
然而，公司在危機時刻仍試圖從媒體隱藏，即使他們已經看到了故事總是如何的結束
Mickie Kennedy is the CEO and founder of eReleases and blogs at PR Fuel, where a version of this article originally appeared.
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