Rumor Management Strategy – handling conflicts in communication and relations
Good morale in the office or at a
worksite is usually the result of mature-minded workers who cooperate to reach
a common goal for the organization. However,
when good morale and cooperation degenerate into conflicts of personality [remember
the case with Mustapha and Ahmed?], these barriers block the smooth running of
work, and the company’s goal is not reached.
One major cause of such problems is rumors.
Managers and supervisors should know
what causes rumors and how to avoid them, and when rumors begin – how to stop
them. As most managers know, rumors
usually start during everyday situations then grow and speed along the
“grapevine” [informal communication].
Regardless of the source, it is important to manage the damaging effects
of rumors before they get out of control and upset objectives, workflow and
productivity. At the same time, though,
manager must be knowledgeable about the causes of rumors and why they
started in the first place.
In my own work experience in
Additional studies suggest that anxiety
and uncertainty are the keys to rumors spreading, because employees feel
insecure or threatened when they do not know their present and future condition
clearly – and they lack facts and input about their individual situations
from supervisors. [Thus, the need for communication
between supervisor and employee.]
These studies conclude that the
more stressful the situation for employees, the greater amount and frequency of
rumors. In these cases, the
manager’s need to reduce anxiety and uncertainty become more important and
urgent. The rumors, of course, are
usually baseless (no real facts involved) because of lack of information. But, the mere communication of them between
some employees and co-workers becomes an emotional/psychological release for
those who are suffering from anxiety and uncertainty about their jobs.
In the Gulf Area where
socializing is an integral part of the job culture, there is always a lot of
time and opportunity for discussions. As
a result, the topic usually turns to rumors of some kind. These stories are usually exaggerations and
do not include facts – BUT they are very damaging when the information is
negative, because they destroy motivation, productivity and satisfaction on the
job.
That is when rumors are negative. Sometimes, though, rumors can be positive. For example, when financial information about
high profits are “leaked” to the press, or a true report about future employee
bonuses is circulated in the office “unofficially” by word-of-mouth. Positive rumors, in fact, can boost morale
and increase loyalty, productivity, motivation and satisfaction on the job.
Regardless of the source,
it is vital to manage
the damaging effects
of rumors before they get out
of control
and upset the path toward
objectives,
workflow and productivity.
When negative rumors are spread throughout
a department or entire company, however, the skillful manager must step into
these situations of uncertainty and must deal with them quickly and completely.
He must become the OFFICIAL SOURCE of
FACTUAL INFORMATION.
In this regard, here is a helpful
5-point strategy involving prevention and coping to keep morale high and to
avoid the negative results of rumors:
RUMOR
MANAGEMENT: A 5-point strategy.
1.
Establish a Prevention Strategy.
This is the best approach. Try to
set up a “hot line” telephone in the public relations or HR office, for example
that connects troubled or confused employees with the truth about the problem
or situation. The director can receive
employees’ calls and provide factual responses (after he consults with the
Manager, if necessary). This
preventative approach, however, is not always possible, so managers must be
prepared to cope with rumors and their effects once they start up in the
company.
2.
Keep Employees Informed. Whenever possible, in writing or orally,
inform employees about programs, projects and other events which will affect
them and their jobs. Newsletters, memos,
and informal oral briefings are excellent methods. They can be the “official” words on the
subject and prevent rumors from starting.
IMPORTANT: Tell the truth and do not
exaggerate or lie for short term benefit.
In other words, do not talk falsely!
This is the way that rumors start in the first place.
3.
Accept and Provide Feedback.
Once a rumor begins to cause problems in productivity and morale, make
the “grapevine” work FOR you. Talk to
some workers and ask for the source of the problem, according to them and their
knowledge of the situation. This way, a
manager can determine the causes of the rumor.
This will lessen employees’ fears and uncertainties. Accept their feedback and provide answers.
4.
Take Action Quickly.
Since rumors become stronger and more difficult to stop over time, it is
very important to act quickly before the false information is repeated so many
times that it becomes accepted as truth.
Do this in the following way: Only provide the complete facts without
repeating the false information itself, if possible.
5.
Pay Attention to the Causes.
If this strategy if effective, then it is essential to analyze the
causes of the rumor and prepare a campaign of information to let employees know
that you are aware of their problems.
This approach and attitude will go a long way toward eliminating the
roots of the rumors before they can cause severe problems and get out of
control.
Lastly, knowing these tips and
following the advice and suggestions above, will help you to become a more
effective manager when rumors start to fly in your company. You will know why they happening, what are
the wrong things to do, and most importantly what are the right things to do so
that your business continues to be productive and your people stay motivated
and satisfied.