<![CDATA[Penelitian ini mengkaji pola komunikasi penanganan krisis pada organisasi lintas sektor di Indonesia, dengan studi kasus pada GenFM, PT KAI Commuter, dan KitaBisa. Dengan menggunakan pendekatan kualitatif deskriptif, penelitian ini mengacu pada teori Situational Crisis Communication Theory (SCCT) yang dikembangkan oleh W. Timothy Coombs untuk menganalisis jenis krisis, atribusi tanggung jawab publik, serta strategi komunikasi yang digunakan masing-masing organisasi. Data diperoleh melalui wawancara mendalam, observasi, dan analisis dokumen sekunder seperti siaran pers, media sosial, dan pemberitaan media massa. Hasil penelitian menunjukkan bahwa setiap organisasi merespons krisis dengan pendekatan komunikasi yang berbeda, tergantung pada jenis krisis dan ekspektasi publik. KitaBisa menggunakan pendekatan transparan dan empatik untuk membangun kembali kepercayaan, GenFM mengedepankan klarifikasi dan penegasan independensi redaksi, sementara KAI Commuter menunjukkan pola respons krisis yang sistematis, kolaboratif, dan berbasis teknis. Ketiganya memanfaatkan kanal digital sebagai medium utama komunikasi. Studi ini menunjukkan bahwa efektivitas komunikasi krisis dipengaruhi oleh kesesuaian strategi dengan karakteristik krisis dan keterbukaan organisasi dalam menjawab kekhawatiran publik. Implikasi penelitian ini memberikan wawasan bagi organisasi dalam membangun tata kelola komunikasi krisis yang adaptif, responsif, dan strategis di era disrupsi informasi. This study examines the crisis communication patterns of three cross-sector organizations in Indonesia: KAI Commuter (public transportation), GenFM (broadcast media), and KitaBisa (digital philanthropy). Employing a qualitative comparative case study design grounded in Situational Crisis Communication Theory (SCCT), the cases were compared across five analytical dimensions derived from SCCT: crisis cluster, attribution of responsibility and intensifying factors, response strategy, channel and message scope, and internal coordination structure. Data were collected through in-depth interviews with communication managers in each organization, observation, and analysis of secondary documents. The findings reveal elements that are consistent across all cases, namely issue detection through social media monitoring, early delivery of base responses (instructing and adjusting information), and the formation of cross-functional teams outside routine structures. Differences emerged in the primary strategy and channel scope: KitaBisa combined clarification and bolstering confined to the platform where the issue originated, GenFM issued a swift apology (rebuild) despite the accidental nature of its crisis, while KAI Commuter pursued rebuild supported by technical corrective action and multichannel communication. These differences were shaped by the nature of the threat to stakeholders, the vulnerability of the affected groups, and the institutional status of each organization. The study contributes by showing that cross-sector crisis communication patterns consist of a relatively uniform procedural core and a context-dependent strategic layer, and by identifying platform containment as a variation that has received limited attention within the SCCT framework.]]>
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