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.