In times of economic uncertainty like today when people feel they have less control over their jobs, their income and their lives, it is common for people to engage in a psychological phenomenon called pattern perception (see our June 10 post). Uncertainty about the future generates feelings of unease that can cause considerable stress, leading the mind to search for patterns in events where no patterns exist. It’s a phenomenon that has people seeing conspiracies in government actions and finding hidden, unintended meanings in business announcements. It’s the phenomenon that causes people to think the worst when managers meet behind closed doors or co-workers start whispering. Illusory pattern perception feeds company gossip mills to negative effect, sowing seeds of dissatisfaction. The result can cause paranoia that negatively impacts worker efficiency, decreasing product quality and slowing production.
How do companies keep paranoia from spreading through their workforce? Human resources experts say open, honest and frequent communication is the key to reassuring nervous employees. Companies must be proactive in addressing not only internal gossip but external rumors. A brief news article or minor drop in a company’s stock can generate fear far out-of-proportion to the actual event. If faulty information is not corrected immediately, it has the potential to mushroom into panic that can cripple your workforce — and even worry investors and stockholders. Addressing issues as they occur via email, memoranda and company newsletter is important; but don’t ignore the value of the personal touch.
Nothing alleviates fear like the ability to address it head on. Open meetings allow managers to directly address worker fears, project calm and provide accurate information. Q&A sessions can provide workers with the opportunity to voice their concerns and ask for the specific information they need to feel confident about their position in the company. Allowing give-and-take sessions between management and workers provides managers with valuable information about worker concerns and the current psychological state of their workforce. For workers, such sessions meet two psychologically critical needs:
- They allow workers a direct avenue to management, making them feel empowered and more in control of their destinies.
- They serve to invest workers in company processes, increasing feelings of control by promoting a “we’re all in this together” sense of community.
Communication with its workforce should always be high on a company’s agenda; but in these uncertain economic times, effective communication with your employees can have a significant impact on both worker and production efficiency and quality.
