As fear of Ebola dominates news waves and this week’s elections, one of the most interesting—and polarizing—stories to hit is of quarantined American nurse Kaci Hickox. Testing negative for the disease after treating patients in West Africa, Hickox returned to her native Maine, where she has been forced by state politicians to undergo a 21-day quarantine. Outspoken in her rejection of the quarantine, Hickox has been decried by politicians and the public alike.

The story has hit a public nerve in part because it documents the collision between politics and public health. What is politically expedient may not be science-based, and everyone from governors to physicians has an opinion on where Hickox’s quarantine falls. More broadly, the public’s largely negative reaction against Hickox highlights the tension that erupts when the public’s perceived need for safety compromises another’s freedom. Situations that involve such a heightened sense of emotion beg to be treated carefully and strategically by all involved.

From a PR perspective, there are significant lessons to be learned from Hickox’s interactions with journalists and the media frenzy that followed. Here are our biggest takeaways from the media fiasco—lessons that can be applied to everything from a sticky situation with a journalist to full-on crisis communications.

Validate People’s Fears, Even if You Don’t Agree with Them

Even if Hickox’s point is justified and valid—it’s hard to argue that public health policies shouldn’t be science-based—validating others’ emotions can move mountains in terms of appearing more empathetic and getting more people to take your side.

Hickox’s lack of validation of people’s fears led to a portrayal of her as careless and reckless on Saturday Night Live, countless accusations from commentators that Hickox is selfish and cavalier and even the trending Twitter hashtag “me-bola.” A simple acknowledgement that people have a right to be afraid of Ebola would help assuage people’s concerns that she doesn’t care about them or their fears.

In every crisis situation, but especially ones where fear is a prominent emotion, people want to feel listened-to. After validating people’s fears about Ebola, Hickox’s could pivot to her strongest argument: Government and public health policies should be evidence-based, and this one simply isn’t.

State Your Most Salient Argument Early On—And Repeat It Often

While Hickox’s argument that her human rights are being violated may have validity, it is the weakest of her arguments because it is focused on her and can easily be refuted. Many have turned the argument back around swiftly, arguing that their human rights will be violated if Hickox chooses to “threaten” others with her physical proximity.

Hickox’s strongest, most irrefutable argument is that all health policies should be science-based and not driven solely by populist politics and fear. She could then pepper the argument with statistics and anecdotes to drive it home. This is her strongest proof point, and she should return it regularly.

If “This policy isn’t science-based” versus “My human rights are being violated” became the sound bite, the emphasis would shift to the policy itself, not her personal beliefs. This is a stronger, more convincing position to be in. Identifying and repeating the strongest, most irrefutable message first can help improve public perception and convince key audiences.

Help Key Parties Save Face and Look Competent

Lastly, the governors of Maine and New Jersey likely instated a quarantine for Hickox not solely out of concern for public safety but also to demonstrate to their citizens that they were taking action against Ebola. This move probably helped assuage some people’s fears, and in that respect, it was effective.

However, when Hickox went on an hour-long bike ride, publicly defying the quarantine, she, simply put, made the politicians who instated these policies look incompetent. Had she sought to work with the politicians and seek a compromise earlier on, they may have been more likely to work with her and help her achieve her goals of changing the quarantine policy.

Especially in a highly public situation, no one wants to look incompetent—and Hickox could have used this to her advantage. By agreeing with aspects of their policies and improving public perception of the politicians, she may have been able to change the quarantine policy with politicians’ help and gain more traction with the public perception of her argument.

The bottom line? Conciliation, validation, and on-point messaging can go far in any crisis situation.