Gossip Folks

How to understand – and avoid – gossip at work

By Mary Fons
CTW Features

People define themselves and the world around them by observation and analysis – it’s just the way we’re wired.

But when observation turns into catty speculation and/or analysis becomes mean-spirited, a damaging form of communication results. It’s called gossip, and as tantalizing as it may seem, experts say it’s not healthy.

“I think everyone gossips to some extent,” says Heidi O’Gorman, an HR professional of more than 12 years, who currently works in communications at Capital H Group, Chicago. “It is a way that people bond,” she says. “There are whole industries devoted to it, like the ‘People’ magazines and other star-studded publications. I think it is part of human nature, but it can be ugly and detrimental.”

At work, there is usually a high concentration of gossip and gossipers that take aim at the boss. This negative gossip usually results because people feel threatened or under-informed. To deal with their fears, water-cooler chats can provide a place for the very speculation and analysis that everyone’s wired to do. If and when conversation trails off, it can easily collapse into gossip.

“People gossip or speculate because they are not getting the information they feel they ought to be getting,” O’Gorman says. “Few companies are really good at internal communications and keeping employees appropriately informed of changes that may impact them or their jobs.” She says that even though it has its risks, an “open book” style of management is usually the best weapon against an onslaught of gossip. “A solid, credible employee communications program can minimize wasted [gossiping] time.”

Crista Renner of Canadian communications company Juice, Inc., Guelph, Ontario, agrees that if people communicate effectively with their co-workers and supervisors, there’s less gossip in general.

“When people don’t have the time, tools, or resources they need to succeed, it can leave them feeling overwhelmed, taken-for-granted and resentful,” she says. Renner’s solution is to speak up.

“If you don't feel recognized or appreciated for your contribution, say so,” she says. “Sometimes, leaders recognize you in a way that's comfortable for them, but not necessarily what you expect or appreciate.”

If the gossip is among your fellow employees but about your fellow employees, experts say communication is still the best solution.

For O’Gorman, the awkwardness of confrontation is a risk she’s willing to take. “If I am out with a bunch of colleagues or peers, the best way to stop the gossip is to say, ‘We shouldn't speculate on that because we don’t have full information about the situation,’” she says. “That usually stops the conversation.”

She recommends that sometimes you should let a professional deal with it.

“If someone gossips that another colleague is habitually late for work and leaves early, the way to deflect the conversation is to say, ‘You need to bring it up with [that person] or, if it’s impacting your workload, seek guidance from

HR,’” she says.

And once you’ve expertly navigated those time-consuming gossiping sessions, you can all move to the break room and pick up the latest star-studded magazine for the latest dirt on people with whom you don’t share cubicle space-presumably.

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