Gossip is undoubtedly a universal activity and one that has been historically considered an aid to social bonding. It’s often through gossip that we learn about each other, possibly leading to the realization that we share common backgrounds, values, beliefs and interests that may provide a sense of belonging and friendship.
Gossip in organizations may also inform employees what sort of behaviour is acceptable and unacceptable, and learning news from the office ‘grapevine’ often avoids being blindsided. That is, gossip may help prepare staff to constructively engage in discussions regarding upcoming announcements that have an impact on them.
Having considered several positive outcomes of gossip, it is necessary to also consider how this practice is frequently destructive and leads to conflict. That is, gossip is commonly an exaggeration or fabrication about a person and situation. Those who engage in gossip might, for instance, paint a picture of others that taints their personal and professional lives. It can tarnish careers, personal relationships and reputations. It can embarrass, cause shame and demean people who have no way of defending themselves.
The motivation of those who initiate gossip of this nature is not always evident. Is it to be part of the group? Is it to feel better by putting others down? Is it due to mean-spiritedness? Is it due to jealousy? Only the gossiper knows the reason – and not always consciously. However, even when we participate in the discussion that others initiate, we are complicit and essentially, condone the ‘bad-mouthing’. When conflict emerges, as a consequence, we can be seen as part of the problem.
If you tend to be a gossiper, or regularly engage in gossip that undermines others (whether or not you initiate it), please consider the following questions. It helps to start by bringing to mind a situation in which you initiated a story about a co-worker (or boss, or friend, or family member), or you were told about a situation and participated in a discussion about it.