---
title: "Communication in Crisis Management: A Guide — BosNets"
description: "How to run communication in crisis management: preparation, a single spokesperson, the internal chain of command, first-message principles and backup channels."
url: https://www.bosnets.com/en/blog/crisis-management-communication
lang: en
alternate: https://www.bosnets.com/blog/kriz-yonetiminde-iletisim
author: "Emir Tanrıver"
datePublished: 2026-11-09
dateModified: 2026-11-09
source: html
---

# Communication in Crisis Management: Plan, Roles and Backup Channels

[Emir Tanrıver (LinkedIn, opens in a new tab)](https://www.linkedin.com/in/emirtnrvr/) 9 November 2026 12 min read

Communication in crisis management is the arrangement that gets the right information to the right person on time, before, during and after a crisis. It has two lines: external communication with the public, staff and stakeholders, and operational communication between the decision table and field teams. When the second line gets a single sentence in the plan, information stops coming in from the field and external statements lose their footing. This guide explains how to plan both lines, what to watch for in the first message, and how to keep channels running when the network goes down.

## In short

- Crisis communication is thought of in three stages: pre-crisis, crisis and post-crisis. Each stage has different information needs.
- One spokesperson speaks externally; internally, everyone reports to one person.
- In the first message, say what you know, what you do not know and when the next update will come.
- Write the channel plan in tiers and rehearse the scenario in which the network goes down.
- Records are the foundation for learning from a crisis and for accountability.

## Contents

1. What is communication in crisis management?
1. Communication across the three stages of a crisis
1. Who says what, to whom?
1. What belongs in the first message?
1. The field line: common language and a communications plan
1. A channel plan for when the network goes down
1. Records and learning from a crisis
1. A crisis communication plan, step by step
1. Our approach
1. Where BosNets fits in this plan
1. Frequently asked questions
1. Sources

## What is communication in crisis management?

In the literature, a crisis is defined as an unexpected event that threatens important stakeholder expectations, can seriously affect an organisation’s performance and can create negative attitudes. [Eyyup Akbulut’s study of crisis communication](https://dergipark.org.tr/en/download/article-file/234644) stresses that crises can only be brought under control through well-planned and well-executed crisis management, and that the most critical element of that process is communication.

According to the broader definition the same study cites, crisis communication is the collection, processing and distribution of the information needed in a crisis. In practice this definition splits into two lines:

**The two lines of crisis communication**

| Criterion | External communication | Operational communication |
|---|---|---|
| Audience | The public, press, staff, stakeholders | The decision table, field teams, support units |
| Core question | What happened, and what should you do? | Who is where, what is the status, what comes next? |
| Responsible | Spokesperson | The person managing the incident and field coordinators |
| Format | Statement, announcement, Q&A | Short status message, location, task, instruction |
| Failure mode | Rumour and loss of trust | Conflicting instructions and lost time |

## Communication across the three stages of a crisis

The literature Akbulut reviews contains different models: Fink describes four stages and Mitroff five. Another is the split into pre-crisis, crisis and post-crisis pioneered by Meyers, which we use in this post. According to Coombs, each stage creates its own particular information needs.

**Communication tasks by crisis stage**

| Stage | Work done | The job of communication |
|---|---|---|
| Pre-crisis | Scanning risks, the crisis plan, naming the crisis team and spokesperson | Monitoring risks, building relationships, training the team |
| Crisis | What is said and done to deal with the crisis | Reducing uncertainty, giving warning information, coordinating with stakeholders |
| Post-crisis | Identifying causes, evaluating how well the plan worked | Keeping stakeholders up to date, carrying what was learned into the next plan |

The conclusion from the table is simple: communication does not start with the crisis. Every channel, list and message template used during a crisis is prepared before it.

## Who says what, to whom?

The most expensive mistake in a crisis is the same person receiving different instructions from different mouths. The [US National Incident Management System (NIMS)](https://www.fema.gov/sites/default/files/2020-07/fema_nims_doctrine-2017.pdf) solves this with the principle of unity of command: each individual reports to only one person. According to the document, this clarifies reporting relationships and reduces the confusion caused by multiple, conflicting directives.

In the example NIMS incident command structure, the public information officer, safety officer and liaison officer report directly to the incident commander. The document gives one supervisor to five subordinates as a guideline for a manageable span of control and notes that the real distribution can vary by incident. When command changes hands, a briefing that captures the information needed to continue safely is required, along with notifying all personnel.

When adapting this logic to your own organisation, write down four roles by name and assign a deputy to each:

- **Crisis lead:** Sets priorities and makes the final decision.
- **Spokesperson:** The single door for external statements, based on information approved by the crisis lead.
- **Field coordinator:** Collects status from teams and passes instructions to team leaders.
- **Record keeper:** Keeps decisions, times and incoming information in writing.

## What belongs in the first message?

The Crisis and Emergency Risk Communication framework from the US Centers for Disease Control and Prevention (CDC) recommends six principles [for any emergency event](https://stacks.cdc.gov/view/cdc/24062/cdc_24062_DS1.pdf). The framework grew out of public health, but its principles adapt easily to organisational crises. In its [guidance on emergency risk communication](https://www.who.int/news-room/questions-and-answers/item/emergencies-emergency-risk-communication-guidance), the World Health Organization likewise stresses the value of accurate information provided early, often, and in language and channels people understand, trust and use.

**CDC’s six crisis communication principles**

| Principle | What CDC stresses |
|---|---|
| Be first | People tend to keep following their first sources of information as an event unfolds. If you cannot provide the information, explain how you are working to get it. |
| Be right | State what is known and what is not; acknowledging gaps prevents rumours from filling them. Use plain language. |
| Be credible | Tell the truth. Do not withhold to avoid embarrassment or the possible “panic” that seldom happens. |
| Express empathy | Acknowledge in words what people are feeling; it builds trust. |
| Promote action | Give people things to do. Keep action messages short and easy to remember. |
| Show respect | Respectful communication matters even more when people feel vulnerable. |

[CDC’s version adapted to radiation emergencies](https://cdc.gov/radiation-emergencies/php/communication-resources/cerc-rad.html) also reminds readers that balancing speed and accuracy is part of risk communication. The four tactical recommendations Akbulut cites from Coombs point the same way: be quick, avoid saying “no comment”, tell the truth and be consistent.

These principles yield a practical first-message template:

- **What happened:** The event in one sentence, with the time.
- **What we know, what we do not know:** Write the two separately.
- **What we are doing:** The work under way.
- **What we ask of you:** A short, concrete action.
- **Next update:** When, and on which channel.

## The field line: common language and a communications plan

External statements rest on information from the field. NIMS asks for three things on this line. First, common terminology: functions, resources and facilities go by the same names for everyone. Second, plain language: the document tells personnel to observe radio and telephone procedures and to use plain language and clear text, not codes. Third, integrated communications: a common communications plan, interoperable processes and systems that include voice and data links. According to the document, planning for this happens both in advance of and during an incident.

Tie messages from the field to a template too: location, status, need. Those three items give a summary that is easy both to read and to pass on. In [disaster and emergency operations](/en/disaster-emergency-communication) with several teams at work, this template sets how quickly a shared picture forms.

## A channel plan for when the network goes down

Türkiye’s disaster framework assumes from the outset that communications can fail. The text of the [Regulation on Disaster and Emergency Response Services](https://mevzuat.gov.tr/MevzuatMetin/3.5.20135703.pdf) as published in 2013 makes the then Ministry of Transport, Maritime Affairs and Communications responsible for coordinating uninterrupted and secure communications. Under the same text, the ministry sets up and operates alternative systems to provide disaster communications, and operators are responsible for setting up mobile and backup communication systems of sufficient capacity in the disaster area. According to a [2019 publication from Marmara University](https://mupress-source.marmara.edu.tr/169-chapter-afet-ve-alternatif-haberlesme-kanallarinin-onemi_1786620778.pdf), the Communication Service Group is the only one of the 28 service groups in the Türkiye Disaster Response Plan (TAMP) designated as a “priority”.

Your organisation’s plan should be written on the same assumption. For each tier, state the condition under which it comes into play:

**Example of a tiered crisis channel plan**

| Tier | Example channel | Depends on | Carries |
|---|---|---|---|
| Primary | Telephone, SMS, corporate messaging | Cellular network and internet | Voice, text, files |
| Voice backup | Radio | The device and the radio system in use | Instant voice |
| Data backup | Mesh network | Devices being able to reach each other | Written messages, location, status |
| Remote link | Satellite | Terminal and subscription | Voice or data |
| Last resort | A pre-agreed meeting point and time | The plan and training | Face-to-face information |

The tiers in the table are not rivals. Radio carries voice instantly; a mesh network carries written messages, location and status, so it complements radio. We compared the options in our post on [infrastructure-free communication](/en/blog/what-is-infrastructure-free-communication), and described the set-up that runs over the internet where there is coverage and over the mesh where there is none in our post on [hybrid communication](/en/blog/hybrid-and-bridge-communication).

Add a switching rule to the plan as well: if no response comes within the time you have set, who moves to which channel? If this rule is not written down, everyone waits on a different channel.

## Records and learning from a crisis

NIMS notes that keeping complete and accurate records helps with assistance, reimbursements and potential litigation. The same text of the Turkish regulation takes regular and continuous reporting as the norm in disasters, and after a response it requires service groups to prepare reports covering the difficulties encountered, the solutions and an analysis of the experience.

In a corporate crisis, you should be able to answer the same questions: when did the information arrive, when was the decision made, who received the instruction? If you keep location and message records, plan for your data protection obligations too; we cover this in our [guide to mobile field communication apps](/en/blog/mobile-field-communication-app).

## A crisis communication plan, step by step

1. **List the scenarios**Write down the events that would affect your organisation most and note which infrastructure could be lost in each.
1. **Assign roles and deputies**Name the crisis lead, spokesperson, field coordinator and record keeper.
1. **Keep lists current**Prepare offline copies of team, supplier, institution and press lists.
1. **Prepare message templates**Write fill-in-the-blank texts for the first statement, staff updates and field status messages.
1. **Write the channel tiers**Put the primary, backup and last-resort channels and the switching rule on one page.
1. **Hold a drill without the network**Run a scenario from start to finish in which phones are not used.
1. **Review and update**After every drill and incident, correct the plan by looking at the records.

## Our approach

When designing BosNets, we focused on the operational line of crisis communication: information reaching the decision table from the field, and decisions reaching the field. That is why the system was built to run over the internet when there is a network, and over a mesh its own devices build when there is not.

We chose to prioritise written data. We did not design the system to stand in for voice radio, but to carry the data radio cannot: written instructions, live location, emergency alerts and a record.

Nor did we treat the record as a feature to add later. The person running a crisis should be able to see what information arrived and when, both at the time and afterwards.

— Emir Tanrıver, co-founder of BosNets

## Where BosNets fits in this plan

BosNets takes on the data backup tier of the channel plan and the record of the operational line. BosMag is a device smaller than a wallet that attaches magnetically to a phone; with no network it builds a mesh, offering 5 km of open-terrain range per hop and a 48-hour battery. BosApp brings written messaging, offline maps, location sharing and task assignment together on iOS and Android. The solar-powered BosBase relay station widens coverage. [BosLog](/en/boslog), the browser-based management interface, archives all communication with timestamps and lets you define and track tasks. Message contents are encrypted with AES-256; when a private closed network is set up, records are kept on the organisation’s own server.

The limits are just as clear: BosNets does not carry voice calls and is not a system for warning the public. It strengthens the line that carries information to the spokesperson, not the spokesperson’s job itself.

## Frequently asked questions

### Are crisis management and crisis communication the same thing?

No. Crisis management is the whole process, covering prevention, preparation, response and evaluation. Crisis communication is the collection, processing and distribution of the information needed at each stage of that process.

### When should a crisis spokesperson be named?

Before a crisis begins. Naming the spokesperson and crisis team is part of pre-crisis preparation. A deputy should also be written down by name for situations in which the spokesperson cannot be reached.

### How do we communicate with the team if the network goes down?

You move to the next tier in the channel plan you wrote beforehand: radio, a device-to-device mesh network, satellite or an agreed meeting point. Who switches and under what conditions should be written in the plan and rehearsed in drills.

### Is BosNets a substitute for radio?

No, it complements radio. Radio carries voice instantly; BosNets carries written messages, location and status, and records them.

## Sources

- [Akbulut, E. (2016). The effects of organization-public relationships and crisis response strategies based on situational crisis communication theory. e-GİFDER, 4(1), in Turkish](https://dergipark.org.tr/en/download/article-file/234644)
- [CDC: Crisis and Emergency Risk Communication, Pandemic Influenza Quick Guide (2008)](https://stacks.cdc.gov/view/cdc/24062/cdc_24062_DS1.pdf)
- [CDC: Crisis and Emergency Risk Communications, Radiation Emergencies](https://cdc.gov/radiation-emergencies/php/communication-resources/cerc-rad.html)
- [FEMA: National Incident Management System (2017)](https://www.fema.gov/sites/default/files/2020-07/fema_nims_doctrine-2017.pdf)
- [World Health Organization: Emergency risk communication guidance](https://www.who.int/news-room/questions-and-answers/item/emergencies-emergency-risk-communication-guidance)
- [Regulation on Disaster and Emergency Response Services (Official Gazette, 18 December 2013, No. 28855), in Turkish](https://mevzuat.gov.tr/MevzuatMetin/3.5.20135703.pdf)
- [Şasa, A. (2019). The Importance of Disaster and Alternative Communication Channels. Marmara University Press](https://mupress-source.marmara.edu.tr/169-chapter-afet-ve-alternatif-haberlesme-kanallarinin-onemi_1786620778.pdf)

- Crisis Management
- Crisis Communication
- Disaster Communication
- Field Operations

## Related pages

- [Disaster and emergency communication system](/en/disaster-emergency-communication)
- [What is infrastructure-free communication?](/en/blog/what-is-infrastructure-free-communication)
- [Hybrid communication: with or without a network](/en/blog/hybrid-and-bridge-communication)
- [BosLog management interface](/en/boslog)

## Let’s build the field line of your crisis plan together

Tell us what your operation needs and we will plan a demo together.

[Get in Touch](/en/contact)
[All posts](/en/blog/)