My company recently announced an organizational change. An entire department that used to report to one senior leader was told it would now report to a different senior leader. The funny thing is that when the change was announced, the reaction among employees was, “So what?”
The reason for the apathetic attitude? This rumor had already been circulating around the company for months, so by the time the actual move took place, people no longer had a reaction to it.
In her recent Forbes article, Dr. Carol Kinsey Goman, an expert body language coach, stated that 70 percent of communication that takes place within an organization comes through the grapevine, yet many senior leaders are unaware that it exists or how it operates. In this case, the “grapevine” is the informal and unsanctioned communication network found in every organization.
Goman interviewed more than 1,100 employees in a wide variety of companies and industries regarding the power of the grapevine.
1. Rumor trumps the actual source. Goman’s interviews revealed that if there were conflicting messages—one delivered during a speech from the company leader and another spread through the grapevine—more people (47 percent) would believe the grapevine, and only 42 percent would believe senior leadership. (The remaining 11 percent were undecided.)
2. Put it in writing. Goman found that putting something in writing tends to give the content more validity. When she asked if people were more likely to believe an official newsletter (online or print) versus the rumor mill, most respondents (51 percent) favored the newsletter, with only 40 percent placing more faith in the grapevine.
3. Direct supervisors were the most trusted sources of information. Due to the more personal relationship that exists between employee and supervisor, it wasn’t surprising that 74 percent said they would believe their boss. Still, many stipulated that it would depend on the quality of that relationship.
4. Certain situations escalate the rumor mill. In her interviews, Goman discovered there were some conditions when you should expect the rumor mill to kick into high gear: These conditions include:
- When formal communication is lacking
- When the situation is ambiguous or uncertain (as in times of major change)
- When there is no sanctioned channel for venting
- When there is a culture of silos and internal competition
- When the communicator’s body language (gestures, facial expressions, tone of voice) contradicts his/her verbal message
- When there is a heavy-handed attempt by management to kill the grapevine
5. Multiple sources of truth. In Goman’s study, 57 percent believed the rumor mill was accurate, but what tends to happen most often in the workplace is that people believe a “blend” of what they hear, rather than making a clear choice between more formal communication and the grapevine.
Companies are a combination of formal hierarchy and informal networks, but most communication strategies consider only the formal organization. While we will always need authentic speeches from senior leaders, for example, it’s just as important to understand the power and influence from the complex web of social interactions and informal networks within our organizations. Identify the most influential people who operate within it and listen to the information being communicated by them.
Source: Carol Kinsey Goman, Ph.D., is an international speaker and a body language coach who helps politicians, business executives and sales teams align their verbal and nonverbal messages for greater impact and professional success.