Gossip in the workplace has a bad reputation, but what if it could be turned into a powerful tool for business success? Our colleague Iva Marketanović challenges the conventional opinion and argues that when managed intelligently, gossip can benefit organizations.
Informal Communication in Organizations
Who is the most informed person in an organization? We might assume it’s someone in a leadership position. But what type of information are we talking about? High-ranking individuals may have the most relevant details regarding specific situations within the organization, but what about all the unofficial gossip circulating around the office? This leads us to conclude that the most informed individuals might be those whose desks are near the kitchen—where lunch breaks happen—or that friendly colleague who always has time to listen to our problems. Such knowledge stems from informal communication.
What is (In)Formal Communication?
To begin, let’s clarify what formal communication is. Formal communication involves sharing official information about the organization and typically follows a strict hierarchical flow. It maintains professional relationships within the organization and occurs solely through established communication channels (such as official emails and various communication platforms). One hallmark of formal communication is the imperative use of standard language, avoiding slang and colloquialisms. It can also take place during live meetings, which have predetermined agendas. The goals of formal communication are to maintain clarity in shared information to prevent misinformation and to enhance organizational efficiency.
In contrast, informal communication encompasses all forms of communication that take place in a more relaxed atmosphere. It is based on social relationships between employees outside the structured organizational hierarchy. Often referred to as "grapevine" communication, it resembles an intricate and sprawling network of vines. Informal communication is crucial for cultural transmission within the organization, helping to create consensus around unwritten norms and values. It bypasses formal communication channels and can occur on social media, in elevators, and includes non-verbal cues. This type of communication encompasses a range of interactions among employees, from GIFs shared on WhatsApp to exchanged glances during meetings. The purpose of informal communication is primarily to build interpersonal relationships among employees and maintain group cohesion, while also being essential for the quick and effective resolution of problems.
Types of Informal Communication
Single Strand: This type of informal communication is linear, following a one-on-one principle where one person shares information with another, who then passes it on to the next, and so forth. This creates a chain where each link directly connects to the previous one. Although direct transmission of information is possible, the chain is only as strong as its weakest link. If there is a break in communication at any level, the information continues to spread inaccurately. Thus, this method is more suited for smaller groups, as more participants increase the likelihood of errors.
Gossip or Star Chain: This form of communication resembles a network of communicators who are all in contact and share information. Information starts with one person who shares it with a larger group. These secondary communicators then spread the information further, often adding their own interpretations. In these networks, information spreads significantly faster than in the previously described model, increasing the risk of misinformation. Notably, a single individual often stands at the center of this network, typically possessing the most social capital and credibility among other members.
Probability Chain: This type of informal communication lacks a structured form. It is decentralized, with no single person distributing information or a defined chain of sharing. Communicators select their interlocutors based on personal relationships or trust rather than organizational or social standing. While this type of communication fosters cohesion and positive interpersonal relationships, it poses a threat to the quality of information as it can be difficult to identify the primary source of information.
Cluster Communication: This model closely resembles formal hierarchical structures within organizations. In this model, an individual shares information with a selected, relevant group of collaborators. These individuals then repeat the process with a few of their contacts whom they deem important for the given topic. This results in small communication clusters that are relatively independent of others. Like other models, this method promotes positive relationships within the collective. Its advantage over previous models is that it somewhat prevents the chaotic spread of information, sharing it only with a limited number of people for whom it is genuinely relevant.
Gossip: A Threat or a Tool?
Every form of informal communication has a common byproduct: gossip. Gossip consists of information that has not been officially verified, leaving the communicators without concrete evidence of its truthfulness. While this may seem like a necessary chaos and disorder within a collective, it doesn’t have to be viewed that way. In fact, gossip can be crucial during organizational changes, when those at the top “turn off the tap” and stop giving information away. At times, even partial information can calm situations and prevent the spread of “mass hysteria.” Research has shown that gossip can help control levels of anxiety among employees, aiding them in coping with uncertainty. Thus, the spread of gossip essentially fosters social interaction that can be quite therapeutic. A workplace can transform into a support system for members grappling with similar issues and having a clear understanding of their situation. Moreover, a well-connected manager can utilize gossip as a diagnostic tool, offering detailed insights into operational-level problems and laying a solid foundation for positive organizational changes. Another misconception is that gossip is mostly negative; in reality, positive information accounts for 21% of all gossip. A kind gesture can mean a lot, so don’t hesitate to share advice if a colleague asks for it.
How do supervisors view this? Most individuals in managerial positions will try to stop the spread of gossip. Why? To prevent the dissemination of information? Certainly, but the situation is a bit more complex than that. The previously mentioned social capital plays a significant role in the spread of gossip. Individuals in the aforementioned networks or chains often enjoy considerable respect from their colleagues; they are the ones others turn to in times of uncertainty. This can undermine managerial authority and position within the informal organizational hierarchy, representing a threat to complete control.
So what can be done? A staggering 96% of employees admit to participating in some form of gossip dissemination. Can such a prevalent behavior really be eradicated? Previous studies have shown that attempts by management to suppress gossip usually result in a counterproductive effect, generating even more gossip. Negative gossip often stems from broader organizational issues and will not disappear until the underlying problems are addressed. Additionally, it’s important to consider improving formal communication by sharing relevant information with employees more frequently, ensuring the verifiability of such information. Negative gossip is a symptom, not the root cause of the problem.
Interestingly, although managers sometimes try to combat it, they tend to spread gossip more than their subordinates, which makes sense given they possess the most information. The more important question is with whom they share that information. Are they surrounded by yes-men who do not dare to oppose them out of respect for the organizational hierarchy, or do they have someone who relays information from lower levels that they are then willing to consider? It’s easy to become comfortable and live in a bubble with other supervisors; however, the majority of the organization consists of those on the front lines whose perspectives must be acknowledged.
In conclusion, informal communication plays a crucial role in shaping organizational dynamics. It nurtures social networks, enhances collaboration, and facilitates rapid information exchange. Despite the potential for the spread of half-truths and misinformation, such gossip is always a byproduct of broader, unaddressed organizational issues. Within a collective, it is vital to promote transparency, open dialogue, and active listening—even when there may be uncomfortable truths to share. Perhaps those crocs really weren’t the best choice for the office…
Source: "Defend Your Research: It's Not 'Unprofessional' to Gossip at Work" by Giuseppe "Joe" Labianca
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