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:
- No Surprises
- 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.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- Working Lunches
- To save time, or to find a time everyone has free, we sometimes meet during lunch. It seems like a good
idea, but there are some hidden costs.
- Pet Peeves About Work
- Everybody has pet peeves about work. Here's a collection drawn from my own life, the lives of others,
and my vivid imagination.
- Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among
their subordinates. It isn't really, of course, but here's a collection of methods bad managers use
that make trouble.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- 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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