...Of United Airline's PR Team in 2017

In 2017, United Airlines faced a massive public relations crisis after a viral video showed a passenger, Dr. David Dao, being forcibly removed from an overbooked flight. The footage, which depicted Dao being dragged down the aisle by security officers while visibly injured and distressed, quickly spread across social media, sparking outrage worldwide. The incident was compounded by United’s initial response, which many saw as defensive and lacking empathy. Rather than immediately addressing the trauma inflicted on the passenger and the concerns of their customers, United focused on policy defense and logistics, referring to the incident as an “involuntary de-boarding situation.” This tone-deaf response intensified the backlash, leading to widespread calls for boycotts and significantly damaging the brand’s reputation.

United Airlines’ response failed to address the emotional gravity of the situation, instead prioritizing corporate jargon and policy over a human-centered approach. In the initial response, United’s CEO, Oscar Munoz, defended the airline’s procedures and described the passenger as “disruptive and belligerent,” which was seen as victim-blaming. This defensive stance disregarded the visual evidence of excessive force and dismissed the legitimate concerns of both the passenger and the public. The response revealed a critical gap in United’s crisis management strategy—a lack of empathy and immediate accountability. The company’s statement came across as indifferent to the harm caused and suggested that customer experience was secondary to operational policy.

The backlash from customers and media outlets was swift and severe, resulting in an almost $1 billion drop in United’s market value within days. Public opinion turned overwhelmingly negative, with the incident becoming a prime example of corporate mishandling of a crisis. United’s actions not only led to legal repercussions but also sparked a global conversation about customer rights and corporate accountability. This situation underscored the importance of a well-prepared crisis management plan, one that prioritizes human-centered communication and rapid response to prevent reputational damage.

If I were in charge of United’s crisis response, my strategy would focus on empathy, accountability, and transparent corrective actions from the outset. Here’s how I would approach it:

1. Issue an Immediate Empathetic Apology: The initial response would acknowledge the trauma experienced by Dr. Dao, apologize sincerely, and express regret for how he and other passengers were affected. A straightforward, empathetic apology focused on Dr. Dao’s welfare, such as, “We are deeply sorry for the distress caused to Dr. Dao and our passengers on this flight,” would convey compassion without defensiveness.
2. Commit to an Independent Investigation: I would initiate a third-party investigation into the incident, announcing it as part of the first response. Transparency is key, so I’d publicly commit to sharing the findings and ensuring accountability, demonstrating that United is taking the situation seriously.
3. Clearly Outline Policy Changes: Alongside the apology, I would immediately communicate specific actions to prevent similar incidents in the future, such as revisiting overbooking policies, enhancing de-escalation training for staff, and establishing clearer compensation protocols for volunteer rebookings. Proactively sharing these steps would signal a commitment to change and reassure customers.
4. Engage in Real-Time Communication on Social Media: Given the speed at which the story spread, I’d establish a direct social media strategy to respond to public concerns in real-time, showing United’s openness to customer feedback. This would include live updates on Twitter and Facebook, where United could address the situation transparently as it unfolded.
5. Offer a Direct Meeting with the Affected Passenger: A personal apology from United’s CEO, including a direct meeting with Dr. Dao, would reflect genuine accountability. Inviting Dr. Dao to provide his perspective on improving customer treatment policies could add a powerful restorative dimension to the apology.

While the incident initially created negative press, it also offered United a rare chance to rebuild customer trust by demonstrating proactive change. If United had responded swiftly with genuine empathy, clear accountability, and a commitment to policy reform, the incident could have been reframed as a catalyst for industry-wide improvements in customer care and crisis management. Customers value transparency and humanity, especially during crises, and an honest, empathetic approach could have transformed this debacle into an opportunity for United to lead by example in addressing overbooking policies and customer rights.

A thoughtful response could have positioned United as a brand that learns from its mistakes, prioritizes customer welfare, and seeks to improve its policies to serve passengers better. Instead, the missed opportunity only fueled customer skepticism, casting doubt on United’s dedication to customer satisfaction and long-term care. Furthermore, United’s eventual response to the crisis came only after several rounds of backlash, making it appear reactive rather than proactive.

This incident highlights the crucial need for a compassionate, people-first approach in crisis management. Brands facing similar crises should remember that, in today’s digital age, transparency and empathy are non-negotiable. Corporate responses that ignore the human impact of mistakes risk alienating customers and harming brand loyalty. Instead, companies should strive for openness, sincere apologies, and immediate steps toward rectification. By prioritizing these elements, brands can mitigate damage and even use difficult situations as opportunities to reinforce customer trust and commitment.