The purpose of this case study was to contribute with knowledge on how a non-profit organization works strategically with internal crisis communication. The study aimed at answering how management and co-workersperform internal communication before, during and aftercrises. Furthermore, the study aimed at answering secondary research questions about whether management looks at its co-workers as receivers and/or senders of crisis communication, and if the organizational culture influences the internal crisis communication. The study was conducted through qualitative interviews and textual analysis of the organization’s documents related to crisis management.The empirical data was analysed with thematic analysis and qualitative content analysis. The result showed that the organization work with internal crisis communication before, during and after crises, and that the types of communication differed in the three phases. Before and after crises, the organization showed a meaning-oriented approach to crisis communication with an emphasis on facilitating sensemaking dialogues. Co-workers were seen as active communicators which includes roles of both sending and receiving communication. During crises, on the other hand, the organization showed a more transmission-based approach to communication where executives distanced from its co-workers, making decisions and providing employees with information and instructions.With this approach, the co-workers were regarded as receivers, and scarcely as senders, of crisis communication. Furthermore, the result showed that parts of the organizational culture could have an impact on the internal crisis communication, and that it might facilitate the shift of communication types in the three crisis phases.