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
- As 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
when we understand
- 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. Top Next Issue
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More articles on Emotions at Work:
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is inevitable, and email is especially likely to produce examples of this problem. What can we do as
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- We all have cherished memories — lovely moments we can replay whenever we want to feel happy.
How would you like to have a lot more of them?
- When Somebody Throws a Nutty
- To "throw a nutty" — at work, that is — can include anything from extreme verbal
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- Why Scope Expands: I
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- On Differences and Disagreements
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Forthcoming issues of Point Lookout
- Coming August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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- The Race to the South Pole: Lessons in Leadership
- 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. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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