[prabh]

I Heard It Through The Grapevine

Mark Rewhorn & Prabh Grewal

The importance of communications within an organisation

All organisations rely on accurate and swift communications in order to maintain the basic organisational infrastructure. It is these communication channels that facilitate the coherent and focussed direction of the organisation and enable it to meet its desired goals and objectives. Should these communication channels breakdown, the organisation rapidly descends into a disorganised chaos. It is communication that creates the social glue which keeps the organisation together. Communication represents the very essence of the organisation; it is a key process underlying all aspects of the organisation and its operations. Sadly, it is also one process that is very often mismanaged.

It is also worth mentioning that the more transparent the communication system is, the easier it becomes to manage the workforce and deliver operational excellence. Often, the aspects of employee motivation and pride in the organisation are overlooked; experience has shown that a transparent communication process is key to the success of these two factors.

“Conventional” communications

There are three widely accepted directions of formal communication within an organisation.
• Top to bottom communication – Which includes:- instructions, directions, mandates and feedback.
• Bottom to top communication – Which includes:- information required to complete projects, status reports, suggestions for improvement, new ideas, requests for help etc.
• Sideways, or horizontal communication – Which would typically include requests for coordination or cooperation on tasks.

“Non Conventional” communications

Outside of the “conventional” or “normal” communications routes there are many other communications networks. Very often these are referred to as the “old boy” networks, where people rely on friendships; blackmail etc. in order to get things done. Most organisations couldn’t function without these informal networks. Here we intent to focus on just one informal communications network, the grapevine, or the rumour mill.

Definition of the Grapevine

• A secret or unofficial means of spreading or receiving information.
• The informal transmission of (unofficial) information, gossip or rumor from person-to-person, "to hear about it through the grapevine."
• A rumor: unfounded report; hearsay.

Characteristics of the Grapevine

• Typically the grapevine is oral, hence largely undocumented: this lack of traceability makes tracking things back to the roots very difficult, and almost impossible to correct if the rumour is unfounded.
• It’s open to change. Rumours become distorted and change very quickly. We’ve all heard the one about the civil war where the Colonel requests reinforcements because he’s going to advance. By the time the General hears it, it has become “Send three and four pence, we’re going to a dance!”
• It is fast (hours instead of days). The speed with which details can flow through the grapevine is horrendous, especially if it appears to be bad news.
• The grapevine usually carries an element of truth, but rarely the complete truth. Expect severe distortion and exaggeration of the most dramatic details. But, as noted above the incorrect or inaccurate part might change the meaning of the whole message.
• The grapevine knows no boundaries. It will spread well beyond the normal accepted communication channels. Many newspaper reporters make a very good living quoting “un-named” sources when rumours emanate from a business.
• It is estimated that 70% of all organizational communication occurs at the grapevine level.
• The grapevine thrives under the following conditions:-

o When employees feel threatened, insecure, or under stress.
o When there is pending change, and the ramifications are unclear.
o When communication from management is limited, or is felt to be incomplete, or on a “need to know“ basis.

The grapevine involves communication paths not designed by management, and is often based on close proximity, friendship, common career goals, or simply, good old fashioned gossip. Left untended, the grapevine can be incredibly corrosive within a company, but it can also be used by both management and workforce to advantage.

• Benefits to management – Ideas may be “floated” unofficially to see just how they might be accepted if implemented for real. Typically management would introduce a rumour onto the grapevine that say, 100 heads were to be cut. By monitoring the traffic and opinion on the grapevine, management can then gauge the strength of feeling from the workforce. If the feeling is heavily against them, they can always reduce that figure for the “official” announcement, making the workforce feel heavily relieved and much more compliant to their wishes.

• Benefits to workforce – The workforce may well use the grapevine in a similar way. They may well “test out” how welcome a request for a pay increase would be. Again, if the “feedback” is heavily negative they might adjust their request downwards, or prepare to fight the management with strong tactics.
• Ramifications of not managing it correctly – Left to run on its own the grapevine can become an exceptionally destructive force.

Recently, we have seen share price crashes due to rumour. At best, this creates distrust in the management from the shareholders. Ultimately, it could destroy a company.

Unfounded rumours will also eat away at staff morale, and undermine the official messages sent out via the normal channels. Once demoralised, it can take a lot of money, time and effort to raise it again.

Rumours reaching the attention of suppliers can result in new payment terms being introduced that are not as favourable as the old ones.

Unfounded rumours may cause customers to move their business elsewhere.

• Ideas for managing it – The grapevine cannot be abolished, or stopped; many have tried and failed. Therefore, the best way forward is to use it to supplement more formal channels of communication. It is pointless trying to curtail or restrict it. The best way of managing the grapevine is simply by preventing unfounded half truths and rumours. Do this by supplying adequate and truthful information through the normal communication channels that address employee concerns. This should be done plainly and openly. Keep the information up to date. Keep all official communication channels open and supply information in as complete a state as possible. Don’t be afraid to confront and answer questions; remembering it is quite fair to admit that at this time no knowledge is available, or that such things are “sensitive” and cannot be discussed for commercial reasons. It is possibly far better to over supply information, rather than to under supply and let rumours become self fulfilling prophesies.

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[lizbeth]

Thanks for sharing this article. It provides avenues for communication improvements within the organization. Since communication plays a major role in Quality Management Systems it certainly would be good to verify the effectiveness (complete and accurate) of organizational communication during internal audits.

[yogambala]

Interesting and informative article. It has been better to have transperant communication among management and emplyees on most of the issues. One need courage to have open discussion and take decision.