How to respond during a crisis when the facts are fuzzy.
Speed is generally treated as the top priority in a crisis. But responding too quickly without clear facts can make a bad situation worse.
Instead, a brief acknowledgment that information is still being gathered can prevent confusion, reduce speculation and protect credibility, speakers said during Ragan’s 2025 PR Daily Conference.
“Sometimes people are afraid to say ‘we don’t know yet,’ and that’s actually okay to admit,” said Lisa Campos, public relations manager at Amazon. “But you also don’t want to put the wrong information out there.”
This kind of thinking might feel counter to the pressure many teams feel when reporters are calling, social media mentions are climbing or leadership wants answers quickly, she said.
“A lot of times we’re expected to know the answers immediately, and that is almost never the case,” Campos said.
Acknowledgment first
Dara Cohen, senior director of strategic communications and media relations at the American Gaming Association, said that crisis response missteps come from rushing to say something, rather than waiting for more precise info.
In these situations, it’s best to let stakeholders know you’re aware and that it’s being handled, she said.
“Acknowledge the situation, confirm that it’s being investigated and commit to sharing updates,” she said.
For example, if there’s an immediate need to acknowledge a crisis, but details are scarce, you could say, “We are aware of the situation and are investigating. We will share more information as it becomes available,” Cohen said.
That kind of language may feel a little thin, but it buys time, she said.
“You have to try to gather your info and figure out what your single source of truth is,” Campos said. “You’re not going to have all the answers right away.”
Maintaining credibility
The alternative can create bigger problems, she said.
If a company speaks early and gets it wrong, then the organization may have to walk back statements, contradict internal teams. This damages credibility. In these situations, being wrong carries more risk than being brief, she said.
But maintaining credibility doesn’t mean completely avoiding the conflict or going quiet, Campos said.
“I actually caution against this,” she said.
A lack of response can signal disorganization, especially to employees and customers looking for reassurance.
Communicators should instead focus on a few practical steps that help ease tensions.
“Draft holding statements in advance, align with legal on language that can be used quickly and set expectations that updates will follow,” Cohen said.
Also make sure internal teams have the same message before it goes public, she said.
Following through
It’s also important to follow through. If you say you’ll update, you need to do it, even if the update is simply that the investigation is ongoing, Cohen said.
This helps show stakeholders that you’re actively addressing the issue.
“You may not have a lot more information, but you want to make sure you follow through,” Campos said.
In a crisis, communicators can’t always control the facts as they emerge. But they can control how they communicate uncertainty.
“Credibility comes from being clear, consistent and accurate over time,” Cohen said.
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Courtney Blackann is a communications reporter. Connect with her on LinkedIn or email her at courtneyb@ragan.com.
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