In a context where times are changing rapidly, internal communication myths are gaining prominence and adding complexity to organizational challenges. Even though we’ve been immersed in constant transformations for years, the accelerated advancement of technology, a volatile global reality, and a strained labor market have created a highly uncertain environment.
To the traditional challenges of internal communication, new myths have now been added—ideas that, while spreading quickly, don’t always align with reality. It’s essential to analyze them in order to protect a company’s organizational culture.
New times, new myths
Currently, multiple changes are occurring simultaneously across many dimensions of organizational culture. From the constant evolution of artificial intelligence to new employment models, everything contributes to various crises—both for individuals and companies.
Some statistics point to where we should look: according to an article published by Flair.hr
while 77% of senior executives feel aligned with the purpose of the companies they work for, only 54% of the rest of the employees feel the same way.
This gap highlights how certain misconceptions about internal communication can become widespread without being truly validated, turning into corporate myths that influence decision-making and erode internal cohesion.
New myths about internal communication in organizations
Let’s take a look at some of the most common internal communication mistakes we see in today’s organizations:
1) “Communication platforms are the only solution”
The advantages that internal communication platforms bring to organizations are numerous. Solutions like Viva Engage, Humand, GoIntegro, or Monday enable immediacy and efficiency in team interactions. At Oxean, as an internal and corporate communication agency, we support our clients in the strategic implementation of these platforms.
However, we’ve identified a common misconception: thinking these tools are the only viable option. This myth can lead to the loss of essential synchronous spaces for engagement. Beyond technology, it’s key to combine communication tools within companies.
We propose incorporating:
- Valuable learning experiences
- Development of interpersonal skills
- Audiovisual resources
- Recognition of the value of in-person interactions
- And many other possibilities
2) “With artificial intelligence, we can do everything”
Artificial intelligence in corporate communication is one of the greatest recent technological advances, but its implementation must be done with a people-centered approach.
Part of the issue lies in the corporate myths that have emerged around this technology. One of the most widespread is believing that “AI can do it all.” While it would be naïve to deny its enormous and growing potential, this view often ignores the essentials.
AI, like any technology, only makes sense when used with a human-centered approach. In this framework, its most valuable use lies in:
Automating repetitive and operational tasks
Handling urgent matters that require immediate responses
Meanwhile, human talent must focus on what no machine can replicate: empathy, emotion, and understanding of people. At the end of the day, organizational culture is built through human interaction, not algorithms.
3) “It’s better to keep the entire team in-house”
This new “corporate myth” is directly linked to the previous ones. Driven by technology and budget cuts, the idea of handling everything internally is gaining traction: “we do everything in-house.”
While this approach isn’t inherently negative—and can bring real benefits—it also carries risks. In the past, the tendency to outsource everything caused issues; now, swinging to the opposite extreme could have similar effects.
The key is avoiding absolute solutions. A hybrid model allows you to take advantage of the best of both worlds:
In-house management for day-to-day operational communications
External consulting for high-impact strategies, experience design, and disruptive actions
Relying solely on one model—fully in-house or fully outsourced—can reduce the quality of internal communication. What matters is choosing the most effective combination for each specific need.
4) “Internal communication is just People’s responsibility”
This corporate myth is also related to the previous topics we’ve discussed. Many technology platforms are primarily designed for the HR department, so internal communication ends up being integrated as just another function within that ecosystem.
This makes some sense—these solutions are intended to streamline team connections and daily workflows. However, this integration can have an unintended consequence: the loss of autonomy in dedicated internal communication areas.
In practice, this may result in:
- Internal communication being subordinate to People’s decisions
- Reduced strategic capabilities within the communication team
- Diluted cultural focus across the organization
What’s interesting is that new technologies seem to be quickly reversing something that took decades for organizational culture to achieve: giving internal communication the hierarchy and value it deserves.
At Oxean, as an internal and corporate communication agency, we believe it’s essential to maintain the quality and scope of IC so that the organizational climate and interpersonal dynamics remain healthy, productive, and positive.
5) “Internal communication is just about sharing information”
Finally, this corporate myth is a consequence of the previous ones: when internal communication is not prioritized, when technology is seen as enough, and when the focus on people is lost, IC is reduced to a mere information channel.
This view seriously limits its true potential. Internal communication does more than inform—it also builds culture, strengthens relationships, and creates meaning. That’s why it’s essential to maintain a strategic perspective, even in constantly evolving contexts.
New technologies offer valuable tools, but they must be integrated with initiatives that keep human connection alive:
- synchronous spaces for listening and exchange
- creative and disruptive communication initiatives
- actions that encourage engagement and internal cohesion
- synchronous spaces for listening and exchange
Only then can we bring teams together, create a sense of belonging, and build a healthier, more fulfilling, and more human organizational culture.
The new myths of internal communication
If you’re looking to break down myths and lead a deep organizational transformation through high-quality internal communication, at Oxean, as an internal and corporate communication agency, we’re ready to co-create the best solutions as a team.
Let’s schedule a meeting and design the best solutions for your company—together.
Frequently asked questions
What are the myths of internal communication?
They are misconceptions that spread in organizations about how internal communication should work, but are not always based on evidence or best practices.
Why is it important to identify these myths?
Because accepting these myths as truths can negatively affect organizational culture, team cohesion, and communication effectiveness.
Does technology replace human internal communication?
No. Technology tools are complementary, but they do not replace empathy, active listening, or emotional connection between people.
Is having the whole team in-house the best option for internal communication?
Not always. A hybrid model that combines an in-house team with external consulting is often more effective for achieving high-impact strategies.
Does internal communication only share information?
False. Internal communication also builds culture, strengthens relationships, and gives meaning to the employee experience within the organization.
Is it solely the responsibility of the HR/People area?
No. While Human Resources can be a key ally, internal communication should have its own autonomy and strategic focus.
What risks come from believing artificial intelligence can handle everything in internal communication?
Believing this can lead to neglecting the human aspect, losing empathy in messages, and depersonalizing the employee experience, which affects organizational climate.
Are internal communication platforms sufficient on their own?
No. Although they are useful, they should not be the only channel. They need to be combined with live interactions, in-person experiences, and interpersonal skill development.
What impact do these myths have on organizational culture?
They can weaken team cohesion, hinder alignment with purpose, and lead to decisions based on false assumptions, harming climate and results.
