Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 17;   April 24, 2002: Responding to Rumors

Responding to Rumors

by

Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers, our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage they do.

Our first reactions to false, damaging rumors about ourselves are often defensiveness, anger, or even counterattack. Most of these responses are ineffective. We make more constructive choices when we understand rumor dynamics.

Rumors can become more damaging with age
Two raccoons passing a rumor alongAs rumors propagate, they evolve, because each of us applies our own filters to what we see, hear, and remember, and some of us give rumors a little spin as we move them along.
Respond quickly. Waiting just gives the rumor time to spread and to evolve. Don't be concerned that your response might add to the spread of the rumor, because the rumor spreads on its own anyway.
Most rumors are credible
When a rumor spreads, it's probably credible, because people are more likely to retell rumors that they themselves believe. The credibility of a rumor depends not on the sources of the information, but on how well the rumor fits with prejudices, stereotypes, or widely held images. For example, a rumor about a workplace love affair spreads more rapidly if the couple is known to travel together or lunch together.
To respond, begin by identifying the elements that make the rumor credible. Since the rumor's credibility in part derives from your own behavior, change your behavior.
Packaged rumors spread more rapidly
We respond to rumors
more constructively
when we understand
their dynamics
A rumor's "packaging" usually appears as a preamble: "You can't repeat this or tell anyone I told you." We feel a little safer retelling a packaged rumor because we have assurances that the trace path will exclude us. Packaging speeds propagation.
If you hear a packaged rumor, assume that it has spread everywhere. Don't waste time trying to trace it to a source. You can probably guess the source anyway.
Quelling a rumor is very difficult
Nobody controls where a rumor travels or how fast. Controlling a rumor that's already circulating is impossible — once a rumor is loose, it circulates on its own, possibly indefinitely.
Instead of trying to control a rumor, figure out how to get the truth to circulate just as fast as the rumor. Rely on respected third parties to circulate independently verifiable factual information that directly contradicts as much of the rumor as possible.
Respond constructively
If you become defensive, depressed, or irate, your behavior will seem to confirm the rumor — you will seem to have been caught in the act.
Acknowledge the existence of the rumor, and address it seriously. Remember always that the people who believe the rumor might feel criticized if you dismiss it as transparently false.

You'll do much better when you can maintain your self-esteem. Make it your first priority — hang on with all your might to the belief that you're a fine person. When you believe in yourself, anything else you do is more likely to succeed. Go to top Top  Next issue: Learn from the Mastodon  Next Issue

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More articles on Emotions at Work:

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When we communicate, we can't control how other people interpret our communications. Accidental offense is inevitable, and email is especially likely to produce examples of this problem. What can we do as members of electronic communities when trouble erupts?
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When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
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A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens when groups fail even to consider changing something that everyone would agree needs changing.
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In difficult face-to-face negotiations — or any face-to-face negotiations — seating arrangements do matter. Here's an exploration of one common seating pattern.

See also Emotions at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

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Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates. Available here and by RSS on April 26.
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Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed. Available here and by RSS on May 3.

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