EYE ON THE PROFESSION
A CLOSER LOOK AT TRENDS AND ISSUES IN THE PARK AND RECREATION PROFESSION

William J. M. Wald IPRA Chief Executive Officer

Many managers report that they spend a significant amount of time trying to quell rumors, gossip and the destructive consequences of this type of misinformation. Activity of this type has destroyed careers, personal lives and ultimately confidence in an organization.

At times, managers can feel hesitant to address rumors and gossip. If left unchecked, however, it can be dangerous and destructive.

Tongue Wagging Costs Bucks

Exchanging gossip and analyzing rumors are time wasters. False rumors, especially negative ones regarding work, can be especially malicious in terms of morale. Some human resource experts compare gossip to a disease that spreads uncontrollably, destroying everything in its path.

Workplace gossip costs organizations millions of dollars each year in unused employee work hours. Participating in gossip and rumors takes time — time originally intended for work assignments — time for which the employee is being paid to accomplish work-related assignments. Employees' reactions to gossip, rumors, and half truths often divert attention and focus from work and inhibit creativity and production. Gossip can grow into a cycle in which employees are spending more time dealing with gossip than on the work for which they were hired.

The Dangers of E-Mail

With the increased use of e-mail, gossip through e-mail has become even more destructive. Unfortunately, employees have not learned that spreading gossip, especially false information in written form, may be illegal and can lead to civil litigation against an employee or an organization.

Organizations that know their employees are using company e-mail to spread false rumors or damaging information regarding an employee, person or other organization may be in legal jeopardy. To protect the organization, managers and supervisors must control the use of e-mail to stem the spread false information. Too often, mangers are unaware of their employees' putting grist into company-owned electronic rumor mills.

Worse are the managers that just ignore the issue, believing that nothing will come from it. With the introduction of e-mail gossip in the workplace, employees have invited civil litigation on themselves and their employers, thus leading to a more severe problem within the organization. Remember the old adage: "ignorance of the law is no excuse"? Control e-mail gossip before it controls you and your organization.

Six Destructive Results of Gossip

According to Robert Bacal, author of Facing Down Workplace Gossip, there are six destructive results of gossip in the workplace:

1. Wasted time and productivity as a result of excess time exchanging "gossip information."
2. Circulation of false rumors and either heightened fear or falsely raised expectations.
3. Severe erosion of trust of others in the workplace.
4. Severe erosion of staff morale.
5. Hurt feelings and the possibility of reprisals.
6. Creation of a "toxic" work environment.

According to Bacal, managers and supervisors can take on gossip in a number of ways. First, when people approach you with gossip to share, make it clear that you aren't interested in hearing it. Second, make it clear to staff that gossip is not appropriate in your organization. Third, improve communication about workplace issues. Finally, if you identify one or two people who are at the forefront of the gossip mill, you may need to talk to them individually and privately.

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Some human resource experts compare gossip to a disease that spreads uncontrollably, destroying everything in its path.

8 Illinois Parks and Recreation www.ILipra.org

Dealing with Habitual Gossips

Most gossips are out to harm someone, whether they know it or not. Many just have an agenda or basically don't have enough to keep them busy in the workplace. When dealing with consistent gossipers, managers should give them more to do in the workplace. If they are kept busy, more than likely their time to gossip will be lessened.

Employees themselves can control workplace gossip effectively. Gossipers thrive and use people willing to listen to them. Gossip can be reduced if even a small number of employees decide to disassociate themselves with the gossipers. Indicate that you do not want to deal with gossip and remove yourself from situations where gossip occurs. In dealing with e-mails, either do not respond or respond that you do no find it appropriate or professional to spread information or gossip about people when they cannot defend themselves. Cut out the participation, and the gossip will slow.

Don't Be Part of the Problem

Being known as a gossip can be damaging to your career. It may exclude you from being promoted or getting another job in the field. Employers don't want to hire a known gossip: they simply don't want to bring another organization's trouble into their own.

While spreading workplace gossip seems harmless, eventually the gossips themselves will become victims of it. If the problem persists with certain employees, a manager may have to make the issue one of performance, since it can affect productivity, team cohesiveness and effectiveness.

Dealing with gossip is a straightforward process and it's an area where individuals can accomplish a great deal on their own. People who engage in gossip know it's wrong. Keep the following in mind: in high gossip workplaces, eventually everyone will be the subject of gossip. If you are a gossip, think before you speak or send that e-mail. It might be a costly mistake for you and your organization.

www.ilparks.org July/August 2005 9