Editing Gossip (section)

==Workplace gossip==
Mary Gormandy White, a [[Human resource management|human resource]] expert, gives the following "signs" for identifying workplace gossip: {{citation needed|date=September 2024}}
* Animated people become silent ("Conversations stop when you enter the room")
* People begin staring at someone
* Workers indulge in inappropriate topics of conversation.<ref name=IAAP>Jeanne Grunert, "[http://www.iaap-hq.org/publications/officepro/opfliparchive/janfeb2010/pageflip.html When Gossip Strikes]", ''OfficePro'', January/February 2010, pp. 16-18, at 17, IAAP website.{{dead link|date=April 2016}} Accessed March 9, 2010.</ref> 
White suggests "five tips ... [to] handle the situation with [[aplomb]]:
# Rise above the gossip
# Understand what causes or fuels the gossip
# Do not participate in workplace gossip.
# Allow for the gossip to go away on its own
# If it persists, "gather facts and seek help."<ref name=IAAP />

Peter Vajda identifies gossip as a form of [[workplace violence]], noting that it is "essentially a form of attack."<!-- http://ezinearticles.com/?Gossip---A-Form-of-Workplace-Violence&id=133712 Gossip - A Form of Workplace Violence, Peter Vajda, Ph.D. --> Gossip is thought by many to "empower one person while disempowering another" (Hafen).{{citation needed|date=September 2024}}Accordingly, many companies have formal policies in their [[employee handbook]]s against gossip.<ref>{{cite web |url-status=dead |url=http://www.humanresourceblog.com/2007/11/16/new-jersey-hearsay-evidence/ |title=New Jersey Hearsay Evidence |archive-url=https://web.archive.org/web/20080118184312/http://www.humanresourceblog.com/2007/11/16/new-jersey-hearsay-evidence/ |archive-date=2008-01-18 |website=Human Resource Blog |date=Nov 16, 2007}}</ref> Sometimes there is room for disagreement on exactly what constitutes unacceptable gossip, since workplace gossip may take the form of offhand remarks about someone's tendencies such as "He always takes a long lunch," or "Don't worry, that's just how she is."<ref>{{cite web |url=http://www.tlkhealthcare.com/files/uploads/newsletter2005Summer.pdf |title=The Culture Shock |url-status=dead |archive-url=https://web.archive.org/web/20071127130901/http://www.tlkhealthcare.com/files/uploads/newsletter2005Summer.pdf |archive-date=2007-11-27 |first=Tami |last=Kyle |publisher=TLK Connections |date=Summer 2005}}</ref>

TLK Healthcare cites as examples of gossip, "tattletaling to the boss without intention of furthering a solution or speaking to co-workers about something someone else has done to upset us."{{citation needed|date=September 2024}} Corporate email can be a particularly dangerous method of gossip delivery, as the medium is semi-permanent and messages are easily forwarded to unintended recipients; accordingly, a Mass High Tech article advised employers to instruct employees against using company email networks for gossip.<ref>"[http://www.swiggartagin.com/articles/mht.pdf Companies must spell out employee e-mail policies]", Warren E. Agin, Swiggart & Agin, LLC, Mass High Tech, November 18, 1996.</ref> Low [[self-esteem]] and a desire to "fit in" are frequently cited as motivations for workplace gossip.

There are five essential functions that gossip has in the workplace (according to DiFonzo & Bordia):
* Helps individuals learn social information about other individuals in the organization (often without even having to meet the other individual)
* Builds social networks of individuals by bonding co-workers together and affiliating people with each other.
* Breaks existing bonds by ostracizing individuals within an organization.
* enhances one's social status/power/prestige within the organization.
* Inform individuals as to what is considered socially acceptable behavior within the organization.

According to Kurkland and Pelled,{{citation needed|date=September 2024}} workplace gossip can be very serious depending upon the amount of [[Power (social and political)|power]] that the gossiper has over the recipient, which will in turn affect how the gossip is interpreted. There are four types of power that are influenced by gossip:{{citation needed|date=September 2024}}
* '''Coercive:''' when a gossiper tells negative information about a person, their recipient might believe that the gossiper will also spread negative information about them. This causes the gossiper's coercive power to increase.
* '''Reward:''' when a gossiper tells positive information about a person, their recipient might believe that the gossiper will also spread positive information about them. This causes the gossiper's reward power to increase.
* '''Expert:''' when a gossiper seems to have very detailed knowledge of either the organization's values or about others in the work environment, their expert power becomes enhanced.
* '''Referent:''' this power can either be reduced OR enhanced to a point. When people view gossiping as a petty activity done to waste time, a gossiper's referent power can decrease along with their reputation. When a recipient is thought of as being invited into a social circle by being a recipient, the gossiper's referent power can increase, but only to a high point where then the recipient begins to resent the gossiper (Kurland & Pelled).

=== Negative consequences of the gossip ===
Some serious negative consequences of gossip may include:<ref>{{cite web |url-status=dead |url=http://www.healthsystem.virginia.edu/internet/feap/newsletters/workplace-gossip.pdf |title=Workplace Gossip |archive-url=https://web.archive.org/web/20071127130859/http://www.healthsystem.virginia.edu/internet/feap/newsletters/workplace-gossip.pdf |archive-date=2007-11-27 |first=Kit |last=Hennessy |website=Patient Care at UVA Health}}</ref>
* Lost productivity and time wasting
* Erosion of trust and morale between members of the working community
* Increased anxiety among employees as rumors circulate without any clear information as to what is fact and what is not
* Growing divisiveness among employees as people "take sides", risks of "infighting" that may further deteriorate unity
* Hurt feelings and reputations
* Jeopardized chances for the gossipers' advancement as they are perceived as unprofessional, and
* Attrition: good employees tend leave the company due to the unhealthy work atmosphere and lack of trust
Turner and Weed theorize that among the three main types of responders to [[workplace conflict]] are attackers who cannot keep their feelings to themselves and express their feelings by attacking whatever they can. Attackers are further divided into up-front attackers and behind-the-back attackers. Turner and Weed note that the latter "are difficult to handle because the target person is not sure of the source of any criticism, nor even always sure that there is criticism."<ref>Conflict in organizations: Practical solutions any manager can use; Turner, Stephen P. (University of South Florida); Weed, Frank; 1983.</ref>

It is possible however, that there may be illegal, unethical, or disobedient behavior happening at the workplace and this may be a case where reporting the behavior may be viewed as gossip. It is then left up to the authority in charge to fully investigate the matter and not simply look past the report and assume it to be workplace gossip.

Informal networks through which communication occurs in an organization are sometimes called the ''grapevine''. In a study done by Harcourt, Richerson, and Wattier, it was found that middle managers in several different organizations believed that gathering information from the grapevine was a much better way of learning information than through formal communication with their subordinates (Harcourt, Richerson & Wattier).