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

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

Would you like to see your comments posted here? rbrensnNUVADJkLmrUswsner@ChacourWeXLzeIJkYkafoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Emotions at Work:

Too much time on his handsHurtful Clichés: II
Much of our day-to-day conversation consists of harmless clichés: "How goes it?" or "Nice to meet you." Some other clichés aren't harmless, but they're so common that we use them without thinking. Here's Part II of a series exploring some of these clichés.
A wild turkeyIt's a Wonderful Day!
Most knowledge workers are problem solvers. We work towards goals. We anticipate problems as best we can, and when problems appear, we solve them. But our focus on anticipating problems can become a problem in itself — at work and in Life.
Roald Amundsen, Helmer Hanssen, Sverre Hassel, and Oscar Wisting at the South PoleOne Cost of Split Assignments
Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin, but that leads to split assignments for those with rare skills. Here's one way split assignments can lead to higher costs.
A tensile failure of a bottom chord in a covered bridgeThe Problem of Work Life Balance
When we consider the problem of work life balance, we're at a disadvantage from the start. The term itself is part of the problem.
Director of the Federal Bureau of Investigation, James ComeyUnanswerable Questions
Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable questions and how can we respond?

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

Forthcoming issues of Point Lookout

British mathematician Christopher Zeeman in 2009Coming October 18: Missing the Obvious: II
With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen? Available here and by RSS on October 18.
Five almondsAnd on October 25: Workplace Memes
Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenKAZdGGoZbFEfbGahner@ChacTheaZObapSfjDFBhoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Workplace Politics Awareness Month KitIn October, increase awareness of workplace politics, and learn how to convert destructive politics into creative politics. Order the Workplace Politics Awareness Month Kit during October at the special price of USD 29.95 and save USD 10.00! Includes a copy of my tips book 303 Secrets of Workplace Politics which is a value!! ! Check it out!
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
101 Tips for Managing ConflictFed up with tense, explosive meetings? Are you the target of a bully? Learn how to make peace with conflict.
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.