Why misinformation spreads faster in crises—and why businesses should worry
AI can help detect misinformation patterns and synthetic content, but human oversight remains essential, reveals Michael Tutte, regional security manager, Middle East at International SOS
22 April, 2026
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As goes the popular quote, ‘The first casualty of war is the truth’.
In today’s hyper-connected world, that reality is no longer confined to battlefields or state propaganda; it plays out in real time across social media feeds, internal messaging platforms, and corporate decision rooms.
As geopolitical tensions escalate, misinformation is emerging as a critical business risk, shaping decisions that directly impact employee safety, operational continuity, and corporate reputation.
According to Michael Tutte, regional security manager, Middle East at International SOS, crises create the ideal conditions for false information to spread rapidly.
“Periods of geopolitical tension create a perfect environment for misinformation to spread due to our human instincts that seek immediate, and simple answers,” he says. “When the world feels unstable… we fear that waiting for all the facts before acting could be fatal.”
This instinctive response lowers the threshold for believing and sharing unverified information, particularly when it is urgent, dramatic, or appears exclusive. At the same time, accurate information struggles to keep pace.
“Verified journalism requires resources like cross-referencing and editorial oversight… which makes the truth inherently slow. In contrast, misinformation can be alarmist… and does not involve any verification effort,” Tutte explains.
From digital rumour to operational risk
The real danger lies not in misinformation itself, but in how it influences behaviour.
“The primary risk arises from the influence this information may have on human behaviour,” Tutte says. “Acting upon misinformation could lead to unsafe decision-making that is driven by panic.”
For organisations, this can translate into premature shutdowns, unnecessary evacuations, or missed responses to genuine threats.
“During an escalation… crisis management teams need to make decisions based on limited information,” he notes. “If such decisions are based on misinformation, organisations may face severe financial or even reputational consequences.”
In extreme cases, failure to act on accurate information—due to reliance on misleading narratives—can expose companies to legal risks and endanger employees.
The rise of social media as a primary information source has further complicated the landscape.
“Another key corporate risk of misinformation is the infiltration of corporate networks,” Tutte says, highlighting how unverified information can quickly spread internally if not addressed.
Without clear guidance, employees may act independently, leading to fragmented responses and loss of organisational control. Recognising misinformation is therefore critical. Tutte points to emotionally charged messaging as a key warning sign.
“Messages that are designed to trigger a panic response… are big red flags,” he says, noting that urgency-driven language is often used to bypass critical thinking.
Equally, information that cannot be independently verified should be treated with caution. “Big events… that can’t be verified by other sources… but are only being reported by one random social media account… is almost certainly fabricated information,” he adds.
To mitigate these risks, organisations are increasingly formalising how information is validated and shared. “A key framework is the establishment of a single, trusted information funnel,” Tutte explains. This involves defining authorised sources and assigning responsibility for verification.
Crucially, decisions must be anchored in measurable, verifiable triggers rather than assumptions. “Actions should be based on verified and quantifiable triggers, not on assumptions or emotions,” he says.
For example, instead of reacting to social media claims about airport closures, organisations should rely on official aviation notices or confirmed airline actions before making operational decisions.
Communication as a stabiliser
In uncertain environments, internal communication becomes a critical line of defence.
“Going silent creates a vacuum that can be filled with rumours,” Tutte warns. Regular updates—even when there is no change—help maintain trust and prevent misinformation from spreading.
“Organisations must communicate this… ‘No change in posture, monitoring continues’,” he says.
Transparency is equally important. Sharing what is known, what is unverified, and what is under investigation builds credibility and keeps employees aligned.
An effective strategy, Tutte adds, should focus on clarity and action. “If the communication focuses on what has changed, what remains static and what actions are required… it avoids information vacuums.”
While organisations are increasingly adopting AI and intelligence tools to monitor information flows, Tutte stresses that technology is only part of the solution.
“There is a wide range of Open-Source Intelligence tools and mass notification platforms… however, the effectiveness of these tools… depends on how they are used,” he says.
AI can help detect misinformation patterns and synthetic content, but human oversight remains essential. “Technology can support, but it cannot replace the operational process for information filtering and mass communication,” he adds. “They cannot act as an autopilot.”
As misinformation grows more sophisticated, organisations are being forced to rethink its role within broader risk frameworks.
“The first step is to recognise that misinformation can be a vulnerability to operations rather than just a communication issue,” Tutte says.
This shift requires structured processes, leadership training, and a disciplined approach to evaluating information sources and impact.
Ultimately, the goal is not to control information—but to manage its consequences.
“Managing information is not about controlling the news but about protecting employees in case there is a threat,” Tutte says.
