Public relations professionals often say that in a crisis, you get one chance to get it right. But time and again, corporations, institutions, and public figures demonstrate exactly how to get it wrong.
Crisis PR is not just about damage control—it’s about leadership, accountability, and rebuilding trust. Done poorly, it compounds the original problem, alienates stakeholders, and drags out reputational damage for months or even years. From oil spills to corporate scandals, the most memorable PR disasters are case studies in arrogance, miscalculation, and tone-deaf messaging.
Let’s explore several high-profile crises where PR responses went from bad to worse, what went wrong, and what could have been done instead.
1. BP and the Deepwater Horizon Disaster (2010)
In April 2010, an explosion on BP’s Deepwater Horizon oil rig killed 11 workers and led to the largest marine oil spill in history. The damage to the environment was catastrophic. But what compounded the environmental tragedy was the PR debacle that followed.
Instead of immediate transparency and empathy, BP offered corporate platitudes and technical jargon. Then came the infamous comment from CEO Tony Hayward: “I’d like my life back.” At a time when marine life was dying and Gulf Coast communities were in distress, this remark painted Hayward as indifferent and self-centered. Worse still, BP initially downplayed the size of the leak, eroding public trust.
What went wrong:
- Lack of empathy
- Delayed and conflicting messaging
- A CEO out of touch with public sentiment
What could have helped:
- A prompt, sincere apology
- A CEO who personally visited affected communities
- Transparent, regular updates from technical experts
BP’s financial cost exceeded $65 billion, but the long-term brand damage was just as severe. Even years later, “BP” is shorthand for corporate carelessness.
2. United Airlines: The Passenger Dragging Incident (2017)
Few images have haunted a corporation like the viral video of Dr. David Dao being forcibly dragged from his seat on a United flight. The visual—bloodied, helpless, and stunned—sparked global outrage. But United’s PR response poured gasoline on the fire.
CEO Oscar Munoz initially described the incident as “re-accommodating” the passenger. The term was euphemistic and tone-deaf. Then, Munoz doubled down in a leaked internal memo calling Dr. Dao “disruptive and belligerent.” Only after days of intense backlash did United issue a full apology.
What went wrong:
- Use of corporate doublespeak instead of plain language
- Blaming the victim
- Delay in taking accountability
What could have helped:
- Immediate, unequivocal apology to the passenger and public
- Commitment to changing overbooking practices
- Suspension or termination of staff responsible for the incident
The cost to United’s reputation and market value was substantial, proving that in crisis PR, words matter—and so does timing.
3. Facebook and the Cambridge Analytica Scandal (2018)
In 2018, news broke that political consulting firm Cambridge Analytica had harvested personal data from up to 87 million Facebook users without consent. The information was allegedly used to influence elections. The backlash was immense.
Facebook CEO Mark Zuckerberg initially remained silent. The company issued vague statements and tried to downplay the extent of the breach. When Zuckerberg finally testified before Congress, his performance appeared robotic and defensive. While Facebook eventually implemented data privacy reforms, the public’s trust had already eroded.
What went wrong:
- Slow response to an evolving crisis
- Lack of transparency
- Tech-speak that deflected responsibility
What could have helped:
- Immediate public apology and user notification
- Clear explanation of how data policies would change
- Transparent, proactive cooperation with investigators
Facebook survived the scandal, but not unscathed. Today, concerns about its commitment to privacy still linger, and its reputation remains a subject of intense debate.
4. Boeing and the 737 MAX Crashes (2018–2019)
Two fatal crashes involving Boeing 737 MAX aircraft—Lion Air Flight 610 and Ethiopian Airlines Flight 302—killed 346 people. Investigations revealed that a software issue, MCAS, played acentral role in both crashes.
Boeing’s response was painfully slow and defensive. Instead of grounding the fleet preemptively, it waited until global regulators acted. CEO Dennis Muilenburg insisted the aircraft was safe and gave lukewarm apologies. The company only acknowledged fault after overwhelming evidence emerged.
What went wrong:
- Denial and deflection
- Prioritizing shareholders over safety
- Failure to lead industry-wide safety reforms
What could have helped:
- Immediate grounding of the aircraft
- Compassionate communication with victims’ families
- A stronger, more humble leadership stance
The result? Boeing lost public trust, billions in revenue, and its long-standing reputation for safety. Muilenburg was eventually fired, but the damage was already done.
5. Better.com and the Zoom Layoffs (2021)
Few crises feel more tailor-made for viral infamy than Better.com CEO Vishal Garg’s mass Zoom layoffs. In December 2021, he informed over 900 employees—roughly 9% of the company—that they were being terminated, just before the holidays.
The delivery was cold and impersonal. Garg then reportedly insulted the laid-off employees, accusing them of “stealing from the company” by being unproductive. The backlash was swift. Employees and the public viewed Garg as heartless, and investors distanced themselves fromthe company.
What went wrong:
- Callous delivery and timing
- No advance warning or human support
- Publicly shaming laid-off staff
What could have helped:
- Personalized, empathetic communication
- Severance support and career counseling
- Transparency about company struggles
Even in a layoff, companies can preserve dignity. Better.com offered a masterclass in how not to do it.
6. Bud Light and the Dylan Mulvaney Backlash (2023)
In 2023, Bud Light partnered with transgender influencer Dylan Mulvaney for a social mediacampaign. The reaction from certain conservative customers was immediate and intense, calling for boycotts. But instead of standing firm or clearly backing the decision, Bud Light tried to appease everyone—and ended up alienating both sides.
The brand’s silence was followed by vague statements from parent company AB InBev, then avideo from the CEO that said nothing concrete. The lack of a clear stance infuriated LGBTQ+ supporters, while conservatives continued to boycott the brand.
What went wrong:
- Inconsistent messaging
- Trying to have it both ways
- Failing to stand behind their campaign
What could have helped:
- A strong, clear message supporting diversity
- A commitment to the values the campaign reflected
- Better internal alignment on brand values and audience
The episode shows that when companies try to thread a politically neutral needle in a values-driven culture, indecision can be fatal.
7. OceanGate and the Titan Submersible Tragedy (2023)
OceanGate’s Titan submersible implosion during a dive to the Titanic wreckage killed all five passengers aboard. Before the tragedy, OceanGate’s CEO, Stockton Rush, had dismissed concerns about safety, regulations, and design.
In the aftermath, OceanGate’s public response was disjointed. While rescue operations took center stage for several days, the company offered sparse communication. Eventually, whenthe craft was confirmed to have imploded, many pointed to OceanGate’s previous warnings from engineers and experts as evidence of preventable hubris.
What went wrong:
- Ignoring safety criticisms
- Delayed transparency
- No established crisis communication strategy
What could have helped:
- Proactive risk disclosures
- Coordinated crisis response team
- Acknowledgment of accountability, rather than silence
The lesson here is that crisis PR starts long before disaster strikes. If you ignore risk for long enough, your reputation may implode with your enterprise.
Why Do Organizations Keep Failing at Crisis PR?
Despite decades of case studies, many companies continue to stumble. Why?
- Arrogance – Leaders often assume their reputation or brand will protect them frombacklash.
- Legal Paralysis – Fear of litigation leads to over-lawyered, vague statements that seem evasive.
- Lack of Preparedness – Companies don’t invest in crisis simulations or planning until it’s too late.
- Tone-Deafness – Corporate leaders are often out of touch with how real people perceive tragedy or injustice.
Principles for Effective Crisis PR
- Speed + Accuracy: Respond quickly, but don’t speculate. The goal is to control the narrative early.
- Empathy: Acknowledge the human cost of the crisis. Apologies matter.
- Accountability: Own the mistake. Transparency is key to regaining trust.
- Consistency: Mixed messages signal chaos behind the scenes.
- Preparedness: Rehearse for crises before they happen. Crisis plans should be living documents.
Crises don’t destroy reputations—responses do. Companies that acknowledge wrongdoing, show empathy, and act decisively often weather the storm. Those that respond with delay, arrogance, or silence often suffer longer-term consequences than the original crisis would have warranted.
