Comment géreriez-vous les rumeurs et la désinformation qui se propagent au sein de l’organisation en cas de crise ?

While the AI text here proves excellent points, I would focus more on proactively working towards an environment where rumors do not spread. While having clear transparent communication about what’s happening, it’s also about knowing when it’s time to share certain details. I have never experienced things being shared too early. The case has almost always been the opposite in my soon 14 years in communication and marketing.

Quick, accurate and easy-to-understand communication can head off or defuse rumors. It’s important to anticipate and stay ahead of rumors, and to engage company officers and frontline leadership to quell rumors. Use communications methods that enable you to reach through the organization as quickly and thoroughly as possible. Effectively dealing with rumors – especially during a crisis – must be part of your internal communications strategy.

I would want more information before going into response mode. A bit of due diligence is in order here. Where are the rumors primarily originating from? A particular department or person? What are the rumors? Do they have a common thread or many components? Getting to the core issues or concerns that are manifesting in "rumors" would make for a better response.

Le secret de la communication de crise c'est : la transparence et la réactivité. Prendre la parole, sobrement mais clairement, pour expliquer et argumenter en début de crise permet souvent de déjouer le cercle vicieux. Le déni, la procrastination face à la crise sont souvent les carburants de la rumeur car ils conduisent au repli sur soi et accréditent l'idée que le staff a quelque chose à cacher. Rare sont les crise qui se résolvent d'elles-mêmes.

Clear communication by leaders at an early stage is a critical step. Authentically and transparently addressing the rumors even if it means saying that some issues are still WIP and will be clarified in the future. That's still being honest and employees appreciate that.

Clear, regular and truthful communication is essential in a time of crisis. Be open so employees can ask questions and answer those questions as simply and accurately as possible. If people feel informed, they are less likely to speculate and start unfounded rumours in the first place.

Clear messaging is the most important factor in all communication. If a rumor has dwelled, it becomes even more crucial as the rumor most likely had root in poor communication in the first place.

La clara comunicación y palabras muy específicas dejan que la captación sea de la manera más correcta sin desviar la información real .

Klare Botschaften benötigt es während des gesamten Change. Wenn ich einen roten Faden zum Was, Warum und Wie der Transformation habe, so sollte dieses Narrativ auch im Krisenfall tragen.

Clarity, clarity, clarity, and the complete truth that is useful to the public, with the aim of not disrupting the stereotypical image of the organization.

Verification is key in all debates and discussions where opinions are being shared. Polarized debates often lack verification from trustworthy sources and develop in to conspiracy. The same happens with poor communication in business and companies. If staff and management are poor at advocating transparency and verification, the culture of the opposite can quickly settle in a crisis or conflict.

In most cases, there must be a clear procedure in the event of such problems, in addition to a policy for dealing with crises, based on the organization’s position in the labor market, and on the appropriate media form for each incident.

Open dialogue not only embeds confidence, it helps to establish the principles of servant leadership. The views of colleagues at all levels, across all departments must be genuinely valued. Empowering colleagues to raise issues or concerns demonstrates the importance of every individual, regardless of rank or perceived superiority.

Hier ist insbesondere die Changekommunikations-Qualifikation der Führungskräfte gefragt. Idealerweise hat es eine kommunikative Risikoanalyse im Vorfeld gegeben und es wurden entsprechende Q&A entwickelt.

Of course, when a strong and capable team is formed, and has full confidence in the organization and does not disturb it, when crises occur, it is easy to deal with them, regardless of the size of this problem.

The organization must build an effective, responsive and clear internal communication channel through which the organization can trust.

Esse é o ponto mais importante da lista pra mim. Construir confiança é essencial, especialmente durante crises. Se você estabelece um canal com uma reputação de sinceridade e transparência, os colaboradores automaticamente buscarão confirmações nele. Um exemplo claro foi durante a pandemia de Covid. Na empresa onde trabalhei, não tivemos crises de comunicação porque criamos um laço de confiança e transparência. Os colaboradores se sentiam acolhidos e informados sobre todas as decisões.

Falling for rumors can be blamed on so called “lazy thinking”. It’s easy to believe something that matches your existing views, and hence becoming aware of this is how the brain works, we can become better at critical thinking and therefor also stagger rumors before they start flying. And speaking of not flying. In Norwegian we have an old saying that goes like this: to turn a feather into five chicken. Sometimes it’s a good idea to go back to basics when it comes to talking about rumors spreading with lyrical examples in addition to training.

Just address it. Address all the rumors and misinformation spreading within the organization during a crisis. Then answer them all. This conveys that you respect your people’s intellect. And will raise the transparency bar at your organization.