Incident management: Tapping human behaviour for strategic crisis communication

In today’s interconnected world, managing crises has evolved from a simple public relations exercise to a sophisticated strategic initiative that demands deep insight into human behaviour.

Integrating behavioural science into crisis communication is no longer optional—it is essential. For every business leader, understanding the psychological underpinnings of decision-making and communication during a crisis can make the difference between exacerbating a crisis and emerging from it with enhanced credibility and resilience.

Behavioural science offers insights that can help organisations respond more effectively by shaping perceptions, managing emotions, building trust, and influencing behaviour during high-stakes situations.

During a crisis, the public’s perception is heavily influenced by psychological factors such as cognitive biases, emotional triggers, and social dynamics. For organisations, applying behavioural science to crisis communication is about recognising how these factors influence decision-making and response.

This approach is not just about relaying facts but about understanding how those facts will be received, processed, and acted upon by different audiences.

For example, in many countries, during the Covid-19 pandemic, governments’ early messaging around hygiene practices and social distancing initially saw mixed reactions from the public.

During a crisis, people are often more receptive to messaging when it taps into their emotional and social motivations. Governments shifted towards leveraging community leaders, religious figures, influencers and celebrities to encourage compliance showcasing an understanding of how social proof—a principle in behavioural science—can encourage widespread behavioural change.

One of the core lessons from behavioural science is that perceptions are more influential than facts. This insight is especially critical in crisis communication, where how information is framed can significantly alter how it is perceived. People in crises tend to rely more on emotions than logic, as the brain prioritises emotional responses to stress over rational thought.

Behavioural science shows that empathy, clear communication, and a compassionate tone can ease public anxiety, whereas dismissive tones can fuel resentment and division leading to public distrust. Organisations must be aware of how messages are framed.

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For example, a leader who communicates uncertainty with empathy—saying, “We understand how difficult this situation is, and we’re taking action to resolve it”—is likely to inspire more trust than one who simply reports facts in a detached manner.

Leaders should consider the emotional state of their stakeholders and adjust their tone accordingly. A crisis is a time to reduce anxiety, not amplify it.

Trust is one of the most fragile and essential assets for any organisation, and it can be easily eroded during a crisis.

When individuals assess the credibility of an organisation, they are guided by the principle of consistency bias, which suggests that people tend to judge others based on their previous actions.

This is why companies that have a history of trustworthiness and competence are better positioned to recover from crises quickly. This means that pre-crisis reputation management is just as important as crisis response.

Leaders who have demonstrated transparency, reliability, and accountability will have a solid foundation to rebuild trust even in the most challenging times.

Fear, anxiety, and uncertainty are natural emotional responses during crises, and managing these emotions is crucial for effective communication. Behavioural science suggests that framing the response in terms of action-oriented steps can help reduce anxiety and provide individuals with a sense of control.

Managing emotions requires conveying confidence, clarity, and a sense of responsibility. Communicating clear, actionable steps reassures stakeholders that the organisation is taking control of the situation.

Additionally, framing the crisis as an opportunity for growth and learning can motivate people to rally behind the organisation, rather than retreat into despair or distrust.

Behavioural nudges—small interventions that guide people toward desired behaviours without restricting their freedom of choice—can be incredibly effective in crisis situations.

Understanding how psychological factors shape perception, trust, and behaviour can enable leaders to craft more effective communication strategies that resonate deeply with stakeholders during times of uncertainty, thus framing messages with empathy, managing emotions and building trust, ensuring long-term success.

These nudges can be used to encourage safe behaviours, compliance with guidelines, or other actions that can help mitigate the impact of a crisis.

Implementing behavioural nudges in communications can help guide your audience towards actions that align with organizational goals during a crisis, without overwhelming them with complex instructions.

For organisations, behavioural science offers a powerful framework to not only manage crises but to strategically influence outcomes in favour of organisational resilience.

The writer is a Senior Vice President at Weber Shandwick, a Global Communications Agency.