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There can be no work environment without rumors spreading among its employees, and inaccurate news about decisions, appointments, service transfers, or contract terminations. The most dangerous aspect is when these rumors become a source of harm to individuals or the organization's reputation, as the impressions of those outside the system are often worse than those inside it.
The spread of rumors in the workplace may sometimes be intentional to distract the internal audience, raise the bar for certain demands, downplay others, drive some away, or settle narrow accounts with them. All of these reveal a state of conflict in the work environment and the level of "clique" thinking that manages that conflict, prioritizing personal interests over the collective, by resorting to rumors for misdirection, distortion, and perhaps to eliminate competitors to ensure longer survival.
The initial indicators of a work environment where rumors are prevalent are that it is a very concerning environment for its employees, lacking trust among them, fragile and easily penetrable, with weak and shaky internal relationships, and leadership that is hesitant in decision-making and slow to respond to employee demands. All of these indicators are sufficient for the spread of rumors in any work environment, and perhaps even more so to increase the rate of conflict at several levels within senior, middle, and lower management, all of which yield a negative evaluation from employees, who are one of the most important tools for spreading rumors in the workplace.
Another important indicator of the spread of rumors in any work environment is the low productivity of employees, focusing more on words than actions, leading to delays in work, laxity, lack of discipline, and unfortunately, a lack of governance and equality between those who work and those who do not.
Rumors typically become active in the workplace after the end of each meeting, where reactions among attendees are measured, evaluated, and judged as an impressionistic source for spreading rumors and feeding them with previous practices and evidence. They also become active before the end of employment contracts, time-bound tasks, and events and meetings that have not been successful, and are most common during crises faced by the organization, whether internal or related to the public and public opinion.
What is required to combat rumors within the work environment is to establish principles of transparency, clarity, and accountability, holding non-compliant employees responsible for their actions, decisions, and the results of their work by applying regulations and instructions. Additionally, building an internal communication management system with a forward-looking vision, financial support, broad authorities, quality events and programs, and multiple partnerships, all aimed at creating an environment where employees can focus on performing their work, not spreading rumors.