Candor speaks volumes: you may not be able to control a crisis, but you can still manage how your organization responds.

Cultures across the globe have changed significantly over the past several decades; so, too, has our profession. Some of these changes are revealed through an examination of theoretical models of communication. The magic bullet theory, an early idea of the media's influence in society, implies that messages, like bullets, hit every audience member in the same way, with an intended, uniform effect. The model suggests that individuals are as passive and susceptible to media messages as a single mass audience. This was the building block for mass communication.

But another model, detailed in The Fall of Advertising and the Rise of PR, by Al Ries and Laura Ries, pinpoints the relationship of communication with its more sophisticated, informed, discerning--and skeptical--audience members. Our focus on communicating with the masses has given way to market samples and the need to respect the individual.

Given this new dynamic, it's clear that sending a generic message is ineffective in persuading your audience. Today, senders must connect with each individual. In achieving this, credibility reigns supreme. However, the recipe for credibility can be complex and dynamic, just like the individuals we seek to reach.

Honest communication can be a challenge. Threats posed by unexpected admissions and revelations are real, yet there are ways to leverage these situations. Research shows that people are more accepting of failures or misdeeds when organizations deal with the issues honestly. In fact, the significance of the losses and the duration of the effect of a negative revelation are reduced considerably when an organization demonstrates candid leadership, open and honest communication, and collaboration with regulatory and affected groups.

One of the most sensitive areas of public relations, crisis communication is widely recognized for counseling candor. The realities and benefits of candor may be clearest in this arena and prove true regardless of the industry or location.

While you can't control crises, you can control how your organization responds. The keys to managing damaging situations are the quality and timing of the information you release. Whether they are neighbors, regulatory agents or the public, people respond best to open, freely given communication. The days of putting a good spin on bad news are long past.

Further, taking initiative through proactive media and community relations is essential. If you start to communicate with the public only after a crisis is identified, you are too late.

John Deveney is senior counselor and founder of Deveney Communication, selected by PRWeek as one of the Top Five Boutique PR Firms in the United States.