Rumor in Strategic Communication (2010)
Similar to their appearance and function in political communication, wherein rumors can be deployed for specific deleterious effect (rumor bomb) or can otherwise plague a candidate for office, rumors also play an important role in strategic communication. Strategic communication is the process of crafting messages in support of specific organizational goals, and is usually concerned with governments, militaries and Non-Governmental Organizations (NGOs). Adroit strategic communication requires an understanding of stories, trends and memes circulating within a culture.
Rumors can be viewed as stories that seem rational but that are steeped into speculation, in connection with a certain narrative landscape (the vast array of cultural expression circulating within a community or region). In their book, Narrative Landmines: Rumors, Islamist Extremism and the Struggle for Strategic Influence, co-authors Daniel Bernardi, Pauline Hope Cheong, Chris Lundry and Scott W. Ruston coin the term narrative IED to help explain the function and danger of rumors in a strategic communication context. Rumors, as narrative IEDs, are low-cost, low-tech communication weapons that can be used by anyone to disrupt the efforts of communication, civil affairs or outreach campaigns such as those undertaken by governments in crisis response situations or militaries in insurgencies. As Bernardi notes, “"Like their explosive cousins, rumors can be created and planted by nearly anybody, require limited resources to utilize, can be deadly for those in its direct path, and can instill fear”.
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Famous quotes containing the words rumor and/or strategic:
“One rumor straight comes huddling on another
Of death, and death, and death!”
—Allen Tate (1899–1979)
“If the technology cannot shoulder the entire burden of strategic change, it nevertheless can set into motion a series of dynamics that present an important challenge to imperative control and the industrial division of labor. The more blurred the distinction between what workers know and what managers know, the more fragile and pointless any traditional relationships of domination and subordination between them will become.”
—Shoshana Zuboff (b. 1951)