Michael was worried. Rumors that the current quarter would be even more difficult were spreading so rapidly that he couldn't see any way to deal with them. He turned to face Lou. "Unless we come up with a plausible story, we'll start to lose people in a couple of weeks."
The common metaphors
about rumors are misleading"It has to be more than just a plausible story," Lou replied. "It has to be true. If it isn't true, our credibility will be shot."
Lou is pointing out the First Rule of Rumor Management: Credibility Is Your Most Powerful Tool. If even one of your rumor-squelching stories proves wrong, squelching the next rumor becomes much more difficult.
Two common metaphors for rumor generation and propagation are the "rumor mill" and the "grapevine." Both are misleading.
- The rumor mill
- This metaphor probably traces back to when factories were called "mills." The metaphor is misleading because rumors actually spring up anywhere, rather than at a single point, which makes rumors difficult to control.
- The grapevine
- This metaphor suggests that rumors propagate along a linear path. To listen to rumors, you just plug into the grapevine. The actual rumor propagation medium is a tightly connected network of personal relationships. Rumors propagate far more rapidly over this network than they would over any linear structure.
Cutting the grapevine or shutting down the rumor mill doesn't work, because there is no grapevine and there is no rumor mill. Rumors can pop up anywhere, and spread by hopping along personal relationships, fed mostly by anxiety and worry. Here are five strategies for managing organizational rumors.
- Credibility is your most powerful tool
- Credibility can't quell rumors or limit their formation. But it can launch the Truth. Be clear, be early, and be right.
- Repair your credibility when it gets tattered
- Repairing organizational credibility often requires replacing management or reorganizing responsibilities. If you choose neither, then publicly delegate responsibility to a new high-visibility subordinate of anyone you choose not to replace.
- Be judicious about openness
- Many believe that openness prevents rumors. While secrecy does stimulate rumors, openness limits them only if it reduces anxiety. Openness can even make things worse, if it adds to anxiety.
- Leave no voids
- When people worry, they make up what they don't know. When we say nothing about a topic people are worrying about, we leave a void to be filled by rumors.
- Anticipate anxiety
- If you know of a probable source of anxiety or worry, get out in front of it. Don't wait for rumors to form. Take mitigating actions early, and make those actions known.
Even if you do all this, remember that you're not in charge of what people worry about. People might still worry — it's their choice. They might not believe you, or they might not hear you. Listen for the rumors and use what you learn to adjust your actions. Top Next Issue
Is 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
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More articles on Personal, Team, and Organizational Effectiveness:
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- If you tell people "I want no surprises," prepare for disappointment. For the kind of work
that most of us do, surprises are inevitable. Still, there's some core of useful meaning in "I
want no surprises," and if we think about it carefully, we can get what we really need.
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- Risk Management Risk: II
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- False Summits: I
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the summit, it turns out that there is much more climbing to do. So it is in project work.
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
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we regard as unachievable. What are our choices when achieving the goal is difficult?
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- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.
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