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诤信行业研究简报 Dated: 2008年11月 |
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Jean
Wu Tel:
63343636-323 |
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Sandy
Cui Tel: 63343636-325 |
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——正面应对内部流言蜚语，积极保护团队成员士气 根据谣言的发展历程，通常会分为几个阶段，从刚开始在员工间口耳相传的小道消息，到后来被听者不断扭曲事实真相的流言，再到最后发展成为毫无根据并四处传播的谣言，就如同深藏在苹果里面的蛀虫一样，慢慢地吞噬公司的声誉和威望，并最终毁掉整个团队各成员间的信任。即便是大多数人都认为“打小报告”或者搬弄是非是不对的，但是这种行为却一直都存在于职场关系之中，只是在程度上略有不同，针对的对象不同罢了。 通常情况下，有关行业、竞争对手或者是公司本身管理的谣言，都可能在毫无征兆的情况下出现，但是当谣言的指向不是某个部门或团体，而是指向公司内部的某个特定的员工时，麻烦很快就接踵而至。 有关个人的谣言通常会从传闻、论断、抱怨开始，有时会以单线方式传递，有时则会在一个小团体中流传进而传遍整个公司或者部门。通常到了最后一刻，当事人才听到传闻，但是即便去询问同事中谁是始作俑者，也不太有人会主动承认，而当事人则可能因为这些谣言而大受打击。实际上，不管找出造谣者是否可行，找出造谣者并不是问题的关键，因为除非有人愿意主动承认，谴责或者相互指责非但没有必要，反而会扩大谣言本身对整个团队的损害。因此，在出现了办公室谣言之后，怎么应对、作为管理层怎么看待这些谣言以及采取何种措施来尽可能地降低谣言对于管理上造成的障碍和员工间由此产生的不信任，才是解决问题、处理谣言的关键所在。下面将简单介绍一些在实践过程中证实为切实可行的处理谣言的方法： 证实谣言的内容 如果谣言是关于某位员工的一些不妥当的行为的，比如：渎职、偷盗、受贿等等，那么这一类的谣言需要管理者首先采取各种方法来了解谣言的真实性。可以是通过管理层内部的排查，也可以委托第三方的调查机构。通常情况下，请第三方的调查机构会来得更为有效而且不易“打草惊蛇”，并且能够及时将谣言控制在小部分人范围内，便于日后针对该谣言的处置。 带领员工公开应对谣言 如果经过前期的调查后发现谣言与事实不符，或者谣言事关某人的私生活，且谣言已经在公司内部造成相当大的影响，则可以邀请当事人一起在同事面前说明这些谣言对当事人造成的伤害以及管理层对于这些谣言的态度。 根据管理顾问公司Right Management的副总裁Lynne Whiteford的经验：“面对攻击他人的个性、私生活或者其他缺点的谣言时，最好的办法就是在团队和受害者面前公开应对谣言，并且代某人得轻率之举向受害者道歉。此外，在这类场合，内疚感比任何正式的惩罚都要有效。因为它是发自内心的反思——这足以使人意识到自己的不当行为对团队造成的影响。” 传递正确的行为预期 在谣言的发展以及传播过程中少不了一个重要的环节——传播者。在办公室里，总是有一些小道消息传播者乐于搜集和散播各种八卦消息，以显示他们“知道内幕”。还有一些人则是无法抵御散播谣言的冲动。因此。一旦出现了谣言，在第一时间内，无论是对于造谣者还是其忠实拥趸——传播者，管理者需要快速做出强硬的反应。 “就相关事件的本质而言，这种应对方法听起来有点过于严苛，” Lynne Whiteford说道，“然而，如果造谣者或者传播者被逮个正着，这种强势手段往往会产生最佳的效果。因为其他同事可能会看到你给予的严厉惩罚，从而向他们传递正确的行为预期。” 与人们通常认为的不同，口头警告不会很快被遗忘，而且能够逐渐灌输一种危机感，使那些嘴角不严者不再参与这种毫无根据的“游戏”。此外，无论从企业还是个人的角度，员工都需要出于自身利益来吸取这个教训。 抑制单边的信息分享 在一些案例中，通常会发生员工向管理者揭发同事的问题的情况。在管理过程中，管理者固然需要获得员工的一些情况的信息，但是多半的时候，这种揭发更多地是为着自己的个人利益，而不是为这管理者或者企业的利益。因此，管理者必须要判断这种打小报告的行为何时可以接受，何时不可以接受。而判断的标准在原则上通常为下述三种情形： -
涉及侵犯公司利益的行为，如偷窃、收受贿赂等 -
涉及侵犯员工人身利益的行为，如性骚扰、歧视等 -
涉及侵犯公众安全的行为，如可能发生的暴力冲突等 诚然，处理谣言并不是一件容易的事，然而对此类问题放任自流或者不去面对，就会对公司和团队造成更大的伤害。因此，在合适的情况下予以直截了当、公开地处理这类隐患，做到不姑息养奸也不妥协谣言的存在，团队内的每个成员才能为公司的发展贡献全力。 作为第三方的调查机构，诤信在公司内部调查方面有着丰富的经验。曾帮助我们的客户公司调查并处理内部员工渎职、公司内部矛盾冲突解决过程中的各项工作。专业的调查人员团队，规范的操作流程以及合乎法律及职业道德的调查手段，能够帮助您在第一时间内解决谣言对于公司管理以及员工团队中造成的不良影响。 （文中部分内容摘自HR杂志2007年12月期、世界经理人杂志2008年9月期） 服务项目
联系我们了解本报告更多信息，请联系： 地址：上海市黄埔区南外滩福佑路8号埃力生国际大厦7楼A座 电话：+86-21-63343636 传真：+86-21-6330-3636 电邮：Jean
Wu@sunfaith.com |
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[中文] [English] |
How to Deal With Office Rumors ------ Positive response to internal
gossips; active protection of team morale How to Deal With Office Rumors ------ Positive
response to internal gossips; active protection of team morale |
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According to the course of development, rumors develop in several stages,
first as word-of-mouth hearsays among the staff, then as gossips that are
constantly distorted by listeners and finally as baseless rumors that are
widely spread. Rumors like apple borers, hidden deeply inside a company,
licking up its reputation and prestige and ultimately destroying the trust
among team members. Although most people believe that it is not appropriate
to “snitch” or sow discord, but such behavior has always been present in workplace
relations, with varying degrees and against different targets. Under normal
circumstances, rumors about an industry, its competitors or the management of
a company itself may appear without any premonition. But when they are
concerned with a specific member of the staff within a company instead of a company
or group as a whole, then trouble follows. Rumors about individuals usually start from hearsays, remarks or
complaints, sometimes passed on in a single direction, in other cases, spread
around first among a group, then among an entire department or company.
Usually it is at the last minute that rumors reach the victim himself. But
even if the victim bothers to investigate who starts the rumor, no one will
venture to admit. As a result, the victim may be seriously hurt. In fact,
regardless of the feasibility of chasing down rumormongers, it is not the
crux of the matter. Unless people are willing to take the initiative to
confess, there is no need to condemn or accuse each other as it will only add
harm to the entire team. Therefore, the key to dealing with rumors is how to
respond when they come up, how to view the rumors and what measures to take
to reduce as much as possible the detriment that the rumors can do to the
management and the trust among the staff. The following is a brief
introduction to some of the practices proved to be feasible in dealing with
rumors. Checking
the contents of rumors If the rumor is concerned
with some inappropriate behaviors of a staff member, such as: dereliction of
duty, theft, bribery and so on, then the management needs first to look into
the truthfulness of the rumor in a variety of ways such as investigating
internally or commissioning a third party to do so. Under normal
circumstances, third-party investigation will be more effective, not easily
"arousing suspicion," and will be able to control the rumors within
a small number of people in a timely manner in order to facilitate settlement
of the matter later on. Dealing with rumors before the staff If the preliminary investigation reveals that the rumor is baseless or
it has interfered with someone's private life and has had considerable impact
on the company's internal interest, then it is advisable to invite the
parties involved and state before the staff the harm done to the victim and
the management’s standpoint on the matter. According to Lynne Whiteford, the vice president of Right Management,
"In the face of attacks on other people's personality, private life or
other shortcomings, the best course of action to take is to deal with the
matter before the team and the victim and openly apologize on behalf of the
rumormonger to the victim. In addition, on this type of occasion, a sense of
guilt is more effective than any formal punishment because it stems from
reflections deep inside ----- effective enough to make the rumormonger
understand the harm that his misconduct has done to the team." Conveying expectation for appropriate
behavior One important link is inseparable to the development and spread of
rumors. In any office, there always exist some gossipers who take pleasure in
collecting and spreading all kinds of gossips to show off their “inside
knowledge” and some who can not hold back their impulsion to spread rumors.
As a result, once rumors start, the management must make a quick and firm
response to both the rumormonger and his royal
followers. "In view of the nature of the
incident, such response may sound a bit too harsh," said Lynne Whiteford,
"However, if the rumormonger or gossiper is caught on the spot, such
strong approach will yield the best effect because other staff members may
see the severe punishment and the expectation of proper behavior.” Unlike what is generally believed,
verbal warnings are not soon forgotten, instead, it can gradually instill a
sense of crisis so that the big mouth will no longer take part in such
pointless "games". In addition, employees need to learn from such
lessons for their own interests. Suppression of unilateral sharing of
information In some cases, some staff members will report about a colleague to the
manager. It is true that the management needs to collect information about
the staff, but most of the time, such reports are made out of considerations
of personal interests rather than the interest of the management or the
business. Therefore, the management needs to discern what reports are
acceptable and what not. Generally, there are three criteria in principle for
such judgments： ------ Whether the act reported violate the interests of the company,
such as theft and bribes. ------- Whether
it violates the personal interests of an employee, such as sexual harassment
or discrimination. ------ Whether it violates public security, such as
possible violent conflicts. True, it is no easy task to deal with rumors. However, laissez-faire
attitude to such problems can cause more harm to a team or company.
Therefore, only when such hidden troubles are dealt with in an open and
straightforward manner at appropriate time rather than tolerated or
compromised on, can every team member be motivated to fully contribute himself
to the development of the company. As a third-party investigation agency, Sunfaith has extensive experience
in conducting internal investigations for companies. We have helped some
companies investigate and settle problems such as dereliction of duty and
internal conflicts. Our professional team of investigators and standard
operating procedures, as well as legal and ethical means of investigation ensure
that we will be able to relieve your management or your staff from adverse
impacts of rumors within the shortest period of time. (Part of the text is taken from the
December issue of HR Magazine,
2007 and September issue of World
Executive, 2008) |
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Contact UsFor more details about this report or service consultancy, please contact: Shanghai, PRC 200010 Tel.：+86-21-63343636 Fax: +86-21-63303636 E-mail: Jean_Wu@sunfaith.com Web: www.sunfaith.com If you prefer not to receive future updates, please mail to Jean_Wu@sunfaith.com and quote “unsubscribe” as the E-mail subject. |
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