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The inclination of people to communicate is so great
that no extent of communications has ever forestalled the grapevine.
In restricted formal communications, the grapevine
is even more active. It fills the gaps left by what is unsaid by the management
group often with valid information and just as often with unfounded rumors.
That is the real problem of the grapevine. A great
deal of what it carries is true, at least in part, but a great deal is also pure
nonsense.
Employees typically have a difficult time
distinguishing between the two.
Management seems unable to prevent rumors;
but they can do something to reduce widespread, truly dysfunctional
rumors.
A genuine policy of free and open communications
tends to make employees feel that if rumors are true, management will
talk about them.
Many managers try to apply the open-door approach,
but where large numbers of employees are involved, this avowed intent is usually
regarded by employees as hollow.
Some companies deal with rumors or any other quest
for information by having their top executives hold regular meetings with
randomly selected members of the work force.
In general, however, rumors are initiated and
transmitted by those few employees who have a compelling interest in them.
These employees are the communication focus of
chains of informal clusters of communicators in the organization.
Apparently they cannot be weeded out. Indeed, many
authorities believe they perform a necessary function as the information-needs
“safety valves” of all human organizations. |
