Office grapevine or fake? Strategies against disinformation in companies

from Marten Neelsen

Many companies avoid the topic of disinformation. Not because they consider it irrelevant, but simply because it is sensitive. It smells of politics, of polarization, of an irritating topic. And this is exactly what internal communication often wants to avoid. It sees itself as connecting, as moderating, not as opinionating. The worry is that anyone who addresses social tensions quickly becomes part of them themselves.

But silence is not a solution, it is part of the problem. You can’t defuse a powder keg by leaving the room. Ignoring disinformation leaves the field to those who are the loudest: The simplifiers. The polarizers. Those who use insinuations, dramatization or half-truths to attract attention and claim interpretative sovereignty.

Disinformation has long since ceased to be an external phenomenon. It also has an effect inside organizations. Screenshots that are taken out of context, memes that travel through Slack channels. Through hallway conversations in which speculation becomes fact. This creates areas of tension. Does the colleague really think that way? Should we be more careful about what topics we openly discuss in meetings or over lunch? Or worse still: do I want to work with this person today? What makes disinformation so powerful is its sticky half-knowledge and the fact that it affects us all. It doesn’t need proof. All it takes is a feeling or a residual doubt. These feelings and impressions migrate into the interpersonal interactions of our teams. Nevertheless, many organizations find it difficult to take action.

After all, disinformation is not a classic crisis with a clear situation, clear senders and a clear strategy. It is diffuse, emotional and difficult to grasp, which is precisely why it is so dangerous. But its impact is real: when information begins to falter, relationships, responsibilities and decision-making processes are also put at risk. It is this internal uncertainty that can wear organizations down in the long term.

We therefore need a clear self-image: What responsibility do we take for our information spaces? How do we counter doubts before they become entrenched? And how do we ensure that our communication is not only precise, but also resilient? How do we deal with people who have been taken in by false narratives?

Trust is created where clarity is not staged, but lived. If you don’t dare to take a stance, you quickly become a pawn in other people’s stories. Because communication always happens. The only question is who shapes it.

However, what also characterizes communication is staying power and the vision to implement and plan things for the long term. For example, an appropriate strategy: companies need spaces in which questions are allowed before they become suspicions. In which uncertainty is not seen as a weakness, but as a starting point for dialog. And in which leadership does not mean knowing the right answer immediately, but having the courage to endure ambiguity and provide guidance where possible.

Nicht nur reden, sondern handeln: Deine Toolbox gegen Desinformation

Clear steps are needed to ensure that disinformation does not weaken your own organization unnoticed. Some starting points:

• Take an early look: Use monitoring tools and internal feedback channels to quickly identify rumors or false information.
• Open up spaces for dialog: Giving employees safe places to address questions and doubts before they harden.
• Promote transparency: Even if not all answers are immediately available – it is better to speak openly about uncertainties than to risk silence.
• Strengthen leadership: Empowering managers to provide guidance and lead by example.
• Be prepared: Define clear processes for dealing with false information and test them regularly in scenarios.

These points can only be a start. At the CommTech Summit on November 26, we will be exploring the topic in greater depth in a breakout session: Which structures and tools really help – and how can communication teams remain capable of acting when facts start to waver?

Dealing with disinformation is not an additional agenda item. It has become part of a resilient communication culture. A culture that empowers people to classify information, question themselves and tolerate differences without losing common ground.

Disinformation has always existed and will continue to do so. The only question is: do we allow it to quietly divide us? Or do we create structures that keep us capable of acting even in gray areas? Those who create clarity today are not only investing in security, but also in trust and thus in a healthy corporate culture. And that is the real foundation of any strong organization.

Marten Neelsen is an experienced communications consultant with over a decade of experience in corporate communications and media relations. His career has taken him from start-ups to agencies to owner-managed or listed companies, where he has successfully managed strategic communications campaigns and engagement. His passion lies in translating new technologies and ideas into sustainable, holistic communication measures that inspire both the media and employees. Marten Neelsen currently plans and implements innovative communication campaigns within the brand team at IBM iX and also works as a freelance communications consultant.