Today, disinformation spreads fast. Opinions, even if they are false, are more trusted and believed to be true than facts. In this situation, leaders face tough challenges, namely navigating the post-truth environment and overcoming echo chambers.
Decisions made by leaders are expected to be rational, based on correct, accurate and complete information. Thus, the organization has a greater chance of success. However, leaders are sometimes subjected to distortions. As a result, their leadership is compromised.
Overview of Post-Truth
The term post-truth is familiar to many people. A post-truth environment is a situation where opinions based on emotional appeals and beliefs are more trusted than facts. A fact is a thing (state, event) that is a reality; something that really exists or happens.
In the context of leadership, leaders operating in a post-truth environment make decisions based on subjective beliefs, loyalties, and prejudices rather than data and facts. The presence of social media, where people are free to express themselves uncontrollably, has contributed to the post-truth phenomenon. What’s more, more people rely on information through social media than traditional media. Information on social media is often swallowed whole.
You can imagine the quality of decisions made if leaders operate in this environment without reserve. They will only accept information that is in line with their beliefs, regardless of whether it is right or wrong. Even if he is shown facts that contradict his beliefs, he still doesn’t care. Instead, he will look for “counter” information that suits his tastes. At worst, he can manipulate data to justify his decisions. This can happen if the leader is eager to maintain authority, garner support, or achieve short-term goals.
Echo Chamber at a Glance
Next, let’s talk about the echo chamber. What is it? An echo chamber is a closed system where individuals are only exposed to information that reinforces their current perspective, and they are prevented from being exposed to different information or viewpoints. This system usually lives in organizations that do not tolerate dissenting views, prioritize loyalty over critical thinking, and non-transparent decision-making.
In the context of leadership, echo chambers arise because leaders are only surrounded by people with the same ways and mindsets. No wonder this kind of leader does not appreciate different views. In fact, they do not hesitate to retaliate by imposing sanctions, whatever they may be.
Which is Better?
Both post-truth and echo chamber are bad for the organization. Leaders can make decisions based on incorrect data or information. This is certainly dangerous for both the organization itself and the audience.
Because decisions are made not based on facts or objective analysis, there can be like and dislike in the organization. That is, there is different treatment among employees based on subjective likes and dislikes. Even though those who are liked do not necessarily perform and behave well, and vice versa. As a result, the work atmosphere becomes unpleasant.
Organizations that are already trapped in post-truth and echo chamber usually do not like change. As a result, the organization is threatened with irrelevance, decline, and is no longer respected.
The dignity of leaders trapped in post-truth and echo chambers is in danger of falling. Continuously believing and spreading false narratives makes leaders lose their credibility.
Don’t swallow it whole
In order not to be trapped in the post-truth and echo chamber phenomenon, what should leaders do?
First, leaders must be diligent in dialoguing with people from various backgrounds. The goal is to broaden their horizons so that the decisions they make are wiser.
Second, prioritize facts and data in making decisions. In other words, data and facts must be the number one consideration when deciding something, especially for things that are strategic in nature, namely something that requires large resources, has a long-term impact, and has a big impact (concerning the life and death of the organization).
Third, never swallow raw information received, especially from social media. A critical attitude is absolutely necessary, especially for a leader. Leaders who think critically are able to analyze information objectively, evaluate evidence, and draw appropriate conclusions. Critical thinking skills can be developed by encouraging curiosity, trust, and open-mindedness.
Fourth, ensure the safety of team or organization members to express opinions, complaints, suggestions, and criticisms. Encouraging debate, open discussion, and disclosure mechanisms can help mitigate the phenomenon of post-truth and echo chamber.
Fifth, promote transparency, conduct regular audits (not just financial), and care about stakeholder feedback. By doing so, the organization can maintain good governance.
Sixth, always be humble. This means that leaders must honestly admit that there are still many things they do not know. If they are wrong, admit it. Take responsibility for every decision. Don’t look for scapegoats.
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