icture: The Gossips 1948, Norman Rockwell (https://prints.nrm.org/detail/260994/rockwell-the-gossips-1948)
For a long time, I have held the belief that gossiping is bad, particularly in the context of any organisation. I recently had a thought-provoking conversation with a group of people from the same organisation, which changed my perspective. The discussion centred around their views on employee engagement. According to them, informal conversations, including the occasional watercooler chats and stress-relieving gossip, play a crucial role in building relationships and fostering a culture of openness within the workplace. Interestingly, there is little room for informal interactions in their organisation, where the focus is highly on tasks.
This revelation led me to question whether gossip is inherently bad. It made me consider the potential positive aspects of gossip. Let us explore this topic with a different perspective for a change.
Workplace gossip can be defined as “informal and evaluative talk in an organisation about another member of that organisation who is not present” (Kurland & Pelled, 2000). This widely accepted definition holds two critical implications. First, gossip is “evaluative,” meaning it can be positive and negative (Elias & Scotson, 1965; Fine & Rosnow, 1978; Grosser et al., 2010). Second, the absent person, the subject of the gossip, plays a crucial role in gossip episodes, even though they are not directly involved in spreading the gossip.
It is fascinating that gossip occupies a substantial portion of people’s conversations, accounting for about 65% of their speaking time (Dunbar, 2004). This indicates that when people are at work, a significant part of their discussions revolves around social topics, including discussions about their colleagues. Many organisational goals cannot be achieved solely through formal, management-prescribed relationships but instead rely on developing informal relationships among employees (Morey & Luthans, 1991; Oh et al., 2004).
Understanding organisational gossip behaviour involves a relational process usually involving at least three individuals. In a minimal gossip setting, a sender communicates with a receiver, spreading gossip about an absent object, who remains a significant part of the gossip process (Bergmann, 1993; Kurland & Pelled, 2000). Because multiple individuals are involved in a gossip episode, it is more helpful to think of gossip as a group process rather than just a conversation between two people (DiFonzo & Bordia, 2007; Dunbar, 2004; Foster, 2004; Gluckman, 1963; Merry, 1984).
Gossip is a fundamental mechanism for employees to strengthen informal relationships within organisations (Dunbar, 2004; Kniffin & Wilson, 2005; Michelson & Mouly, 2004; Noon & Delbridge, 1993). These informal relationships, characterised by their quality and strength, can either facilitate or hinder cooperation within formal work groups and throughout the organisation, ultimately affecting organisational outcomes.
It is worth distinguishing between two types of gossip: negative “blame gossip” and positive “praise gossip” (Noon & Delbridge, 1993). Negative gossip tends to be viewed negatively as it often involves damaging or malicious information about individuals. In contrast, positive gossip imparts valuable and positive information about individuals.
Positive gossip, such as praise or defence from colleagues, has consequences similar to receiving social support (Dunbar, 2004). Social support involves positive behaviours and actions that foster healthy interpersonal relationships (Duffy et al., 2002). Having a favourable reputation, experiencing a sense of belonging, and forming friendships at work have enhanced job performance and satisfaction (Morrison, 2004; Sparrowe et al., 2001).
Gossip also has implications for group dynamics. Negative gossip can positively affect group cohesion and cooperation despite its adverse effects on individuals. Studies have indicated that negative gossip is used to socially control and sanction uncooperative behaviour within groups (De Pinninck et al., 2008; Elias & Scotson, 1965; Merry, 1984). Individuals often comply with group norms because they fear damaging their reputation through gossip and the subsequent social exclusion that might follow.
In conclusion, while gossip has long been associated with negativity, it is a multifaceted social tool within organisations. Informal conversations, including positive and negative gossip, are integral to building relationships, fostering cooperation, and enhancing organisational dynamics. So, is gossip inherently wrong? Perhaps not. It can be both a challenge and an opportunity, depending on how it is used and managed within the workplace.
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