The 'grapevine' or informal communication network in the organization can have negative effects such as resentment, embarrassment for managers, distorted messages, rumor diffusion, and subversion of managerial decision-making. Grapevines develop when employees share common hobbies, lunch schedules, families ties, common home towns, and social relationships. These informal networks operate quickly, often accurately, and with resilience. It is suggested that management should utilize the network for its own purposes to complement formal networks. Management should also be candid about information if possible. Effective screening of employees is also important. The organizational grapevine is part of the modern business world and has long been considered a necessary evil of conducting business. Managers typically have done their best to suppress this method of communication. However, some are beginning to consider it an asset rather than a liability. The grapevine will remain a part of any assembled workforce, so why not harness its potential to ease communication within the organization instead of trying in vain to smother it? The grapevine is a valuable means of communication within an organization; attempts to phase it out are unwarranted and unproductive. The grapevine does not always deliver information in an ideal manner and is sometimes difficult to manage, but its advantages outweigh its disadvantages. Therefore, it should be nurtured, not pruned - and management must cultivate it carefully to reap the greatest benefits for the organization.
The term grapevine Grapevine - A distributed system project. can be traced back to the United States United States, The United States is the world's third largest country in population and the fourth largest country in area.
Civil War. Because the battle fronts moved frequently, army intelligence telegraph wires were loosely strung from tree to tree across battlefields, much like grapevines. Due to the reckless way the lines were hung, the messages sent over them were often garbled and confusing, leading to inaccurate communication. Soon, any rumor or unofficial command was said to have been heard "via the grapevine." It was during this time that the correlation between the grapevine and inaccuracy began. The grapevine has been an identifiable aspect of American culture ever since.Three Characteristics of the Grapevine
An informal communication network known as the grapevine serves a special purpose in the workplace.
Employees need a communication outlet; management should work with it.
All workplaces feature a formal communication network where information passes from upper management to the employees. This formal network may contain information such as new policies and procedures, upcoming management changes and upcoming job postings. Although the formal communication system is the place where management turns to send information, many employees also rely on the informal communication network known as the grapevine.
Although the grapevine is an informal source of communication, it serves an important place in the workplace.
Employees sometimes see the grapevine as their own communication system, separate from the management portion of the company. The grapevine has three main characteristics that differentiate it from other communication systems within the company.
Three Characteristics of the Grapevine
First, the grapevine is not controlled by management. The grapevine is mainly controlled by the employees themselves. As employees control the grapevine information, sometimes the information may be accurate and sometimes the information may be inaccurate.
Secondly, most employees perceive and believe that the grapevine contains more reliable information than the information received from upper management. What employees may or may not realize is that many times the grapevine contains false information.
Lastly, the grapevine may be largely available to simply serve the interests of the people it involves. Many times, employees use the grapevine to begin rumors that serve their own interests, with little regard to the people they affect.

By knowing what type of information is flowing through the grapevine, management is able to know the morale of the organization and identifies issues that may need clarifying among employees. Finally, the grapevine serves the needs of employees by giving them an outlet for small talk.
What is Grapevine and what is its role in the Communication Network?
An organization is a composite of several individuals working together towards its growth. They are constantly interacting with each other and with people outside the company. Communication in an organization can be of the following types:
1. Formal -- a) Internal : i) Vertical (Upward and Downward); ii)Horizontal/Lateral; iii)Diagonal b) External
2. Informal -- a) Rumour; b) Grapevine
All these different communication types form the communication network in an organization.
Informal communication in an organization usually flows through Grapevine and Rumor. Ideally, the network of formal communication may be adequate to meet the needs of exchanging information within an organization, but in reality, this is seldom true. Employees in an organization feel inadequately informed in a formal system. They often feel that the management uses formal channels to conceal information rather than reveal the real messages to them. The employees, therefore, modify the formal methods of communication by bringing in an informal communication system, known as “grapevine.”
Grapevine is always attributed to a “reliable source” to make the information sound authentic. News through grapevine spreads like wild fire, quickly and uncontrollably. This version of information is somewhat distorted and exaggerated—a result of a series of “filters” used in the process.
The grapevine shows that the management has missed the opportunity of sharing with the employees of the organization good or bad information that is of interest to them. Hence, the gap in formal communication is filled up by the informal gossip circulated among employees. These employees form relationships not on the basis of work but on the basis of certain social factors such as neighborhood, common language, culture, common state, common club membership, and so on. The groups are formed on the basis of equal friendship and not official status or relationship.
Normally, the management views the grapevine negatively. For, it undercuts their designs of confidentiality, secrecy and guarded sharing of information with the employees. However, sometimes the management wants to take advantage of grapevine for the sake of knowing beforehand the reaction and response of the people who are going to be affected by a proposed scheme or change. So, before officially announcing a change the managers deliberately feed the leader of the grapevine communication with the concerned message to be floated around and watch the employees’ feedback, reaction and responses. This helps the management firm up the announcement with modifications in view of the feedback.
In using grapevine, managers have to be very careful. For example, it could be very effective to “walk down the job” or indulge in “Management By Walking About” (MBWA), which involves moving around, chatting and informally discussing formal matters in an informal way. However, its effectiveness would depend on personal relationships and the image created by the executive through his official behavior, and other personal attributes such as frankness, a sympathetic attitude, and a sense of fairness in dealing with people.

It is also essential for the management to follow up the grapevine messages with official written messages and statements that will verify the accuracy of data obtained from the grapevine. This helps in building a mutual trust based on open communication followed throughout the organization or business.
Grapevine has several merits as far as the communication network is concerned:




It brings together the workforce in matters of common interest
It helps in passing on the messages at a speedy rate
It helps in generating ideas and expectations that often prove of value to the decision makers and planners of goals and schemes.
It enhances public relations within an organization.
Grapevine is, therefore, an indispensable part of the entire communication network, especially which which takes place within an organisation.
A form of communication that is very popular is called grapevine communication. Grapevine communication applies to all informal communication including institutional information that is communicated verbally between employees and people within the community. Grapevine communication is very vital within the organization because it can keep subordinates informed about important organizational matters, it can give school administrators insights into subordinates attitudes and can proved subordinates with a safety vale for their emotions. Another important quality of grapevine communication is that it helps builds morale by carrying the positive comments people make about the school district or organization.
The corporate grapevine is an invisible flow of rumor, innuendo and speculation. It weaves its way through all levels of an organization. The grapevine is amply fertilized and fed by a corps of eager gardeners. It grows faster than weeds after a monsoon rain. And like the weeds that grow in our yards, the grapevine can suffocate the things we want to grow.
The grapevine is the one communication device in an organization that will never lack subscribers or contributors.
And to the dismay of many an executive, it is the one medium that can't be fully controlled. Properly nurtured, the corporate grapevine can be a valuable asset. It can help you:
* get a feel for the morale of your organization
* understand the anxieties of your work force
* evaluate your formal communication efforts and see if they are working. Ignore the grapevine or try to kill it, and it will inevitably lead to:
* low morale
* lower productivity
* misinformation and misunderstanding.
BETTER LEFT UNSAID?
Nachie Marquez, communication and public affairs director for the city of Chandler, Ariz., has been in organizational communication for 15 years. During that time she has seen her share of grapevine successes and missteps.

"I've found that you have to be complete with your information," Marquez says. "If not, employees will fill in the gaps. Then the story takes on a life of its own."
The things that aren't said often feed the grapevine. For example, Marquez has found that when someone leaves a job with the city, she must let people know that the person has moved on--even if it's a generic announcement.
"If employees notice one day that a person is gone, they begin to wonder what happened," she says. "It may have been as innocent as that person taking a job closer to home. But if it's not communicated, people may begin to wonder if there are organizational changes. If employees don't get the information they want, they go straight to the grapevine."
MEASURING THE GRAPEVINE
Paul Barton, ABC, has been in the employee communication and newspaper fields for more than 20 years. Since
1996, Barton has worked in the communication departments of some of his region's largest and most recognizable publicly traded companies. He has always kept close watch on his organizations' grapevines.
"It's another form of feedback," Barton says. "It [the grapevine] lets you know if your messages are being perceived as they were intended."
At one of his companies, Barton and his staff conducted a comprehensive employee communication audit. Their goal was to see how effective their communication vehicles were and if their messages were getting through. One of the items Barton included in the survey was the grapevine.
Results showed that 43 percent of employees surveyed always or often relied on the grapevine for information.
When asked if the grapevine was their preferred source of information, only 28 percent answered favorably.
"We found that people want to know what's going on and how it affects them personally in their jobs," Barton says. "They said their preferred method was hearing news from their manager or supervisor."
WATERING THE GRAPEVINE
As communicators, Marquez and Barton say that it is imperative that they monitor their organization's grapevine.
"You can get a pulse of the organization," Marquez says. "You can find out employees' anxieties and concerns."
"You may think your message is as clear as a bell," Barton says. "But the grapevine will let you know if people didn't understand it. You then have the opportunity to restate it."
Barton monitors various online message boards, noting that the Internet is fertile ground for rumors and misinformation.
"It's amazing how high up [in the organization] some of these rumors go," Barton says.
Marquez says her best grapevine sources are administrative assistants. "They are dealing with the entire organization," she notes.
MANAGING YOUR GRAPEVINE
The best way to keep the rumor mill from spinning out of control is to be up front with as much information as possible. "Be open and honest with employees," suggests Marquez.

Another recommendation is to find the people in your organization who tend to be the instigators of unauthorized information (i.e., rumor mongers). These folks are not necessarily ill-willed, they just capitalize on their skill of starting conversations with "I heard that...."
"They want to be in the know," Marquez points out. "It's best to work with them."
You also can ask your employees how they use the grapevine. When Barton gathered his information, he held focus groups and conducted formal surveys to obtain statistically valid qualitative and quantitative data.
FINE WINE OR VINEGAR?
Every organization has a grapevine. Not every organization uses it effectively.
If you provide comprehensive, honest information to your employees in a manner that is easily understood, it is likely that your grapevine is filling in small information gaps. This type of grapevine is easy to manage and turns business leaders into caring gardeners. If the grapevine is your organization's lone source of information, you run the risk of being out of touch with your employees. You also stand the chance of running into the same fate as
Marvin Gaye in his famous song "I Heard it Through the Grapevine -- you'll lose your lover [employees] to another. And like Marvin Gaye, you'll be caught by surprise and it will be too late to save the relationship.
Communication can be considered as the bloodline to an organization because it is the most important aspect of any organization. In comparison to the human body blood is the fluid of life. A major function of the bloodline in the human body is to transport oxygen to the major organs and carbon dioxide from body tissue to the lungs. Blood is also the fluid of growth and health. If the bloodline is constricted or stops completely and organs of the body will eventually began to shut down and stop functioning properly. In the same way communication is the process that links the individual, the group, and the organization together. If an organization has a breakdown in communication the system as a whole can be in danger. For example, a principal decides to implement a new strategic reading program for his school. He looks at the data and realizes that the program will work excellent with the curriculum that’s already in place. He tells all of the English teachers to incorporate the new program into their lesson plans, but he never clearly explains in detail the new program to them. If the principal fails to communicate the details clearly to the staff, the plan will have a strong chance of being unproductive or failing because of the lack of the communication from the principal to the rest of the staff.
A properly managed organizational gravevine can be an effective means of communication and promote the overall health of an organization. Although the grapevine has poor reputation in conducting business and managers have attempted to eliminate this mode of communication, some are beginning to recognize it as a valuable asset rather than a liability. Studies indicate that grapevine information is highly reliable and accurate with transmissions having a range of accuracy from 75%-95%
Grapevine is an informal channel of business communication. It is called so because it stretches throughout the organization in all directions irrespective of the authority levels. Man as we know is a social animal. Despite existence of formal channels in an organization, the informal channels tend to develop when he interacts with other people in organization. It exists more at lower levels of organization.
Grapevine generally develops due to various reasons. One of them is that when an organization is facing recession, the employees sense uncertainty. Also, at times employees do not have self-confidence due to which they form unions. Sometimes the managers show preferential treatment and favour some employees giving a

segregated feeling to other employees. Thus, when employees sense a need to exchange their views ,they go for grapevine network as they cannot use the formal channel of communication in that case. Generally during breaks in cafeteria,the subordinates talk about their superior’s attitude and behaviour and exchange views with their peers. They discuss rumours about promotion and transfer of other employees. Thus, grapevine spreads like fire and it is not easy to trace the cause of such communication at times.
Examples of Grapevine Network of Communication
1.
Suppose the profit amount of a company is known. Rumour is spread that this much profit is there and on that basis bonus is declared.
2.
CEO may be in relation to the Production Manager. They may have friendly relations with each other.
Grapevine communication is the informal communication network within an organization.
The grapevine is used to spread information bypassing the formal communication structure. Just like the grapevine plant: it spreads in random ways and it goes where it can.
The grapevine is formed by individuals and groups in an organization. The people in the groups have something in common that links them together.
Grapevine communication:
Grapevine is an informal communication network, which ignores formal channels of communication and spreads rumors and gossips at all levels of the business organization. Although every business-organization has its formal channels of communication, the informal channel of communication called grapevine also operates in it. It can be easily found that a large portion of the communication in almost every business house is not formal or pre-planned.
The employees communicate through informal channels as they do their jobs. It is neither pre-planned nor deliberately motivated by the management. It is neither written nor documented or recorded. Therefore, it refers to any communication that takes place outside the prescribed and pre-planned channels of formal business communication . It is not set with the lines of organizational hierarchy. As it has no set rules and regulations, it is not confined to a particular direction. It just spreads like a grapevine.
Elements of the grapevine
There are three roles to be filled for grapevine activity to take place:
* Bridgers or hey communicators. These individuals gather information and pass it on to others. These people are most responsible for the health of the grapevine.
* Baggers or dead-enders. These individuals hear rumors but either do not pass them along or repeat them to other dead-enders.
* Beaners or isolates. These organizational members are outside the grapevine and thus not privy to its messages.
Therefore, they neither hear nor pass along correspondence.
Messages transmitted through the grapevine are normally referred to as "rumors." However, to label a message a rumor is a simplification. There are actually at least four types of messages:
* Pipe dreams or wish fulfillment wish fulfillment

* Wedge-drivers. These rumors are marked by aggression and animosity As a result, they are characteristically negative and serve to cleave cleat,
* Home-stretchers. These rumors are initiated in anticipation of final decisions or announcements. They tend to fill in the gap during times of ambiguity.
Webster's dictionary Webster's Dictionary - Hypertext interface. defines grapevine as "an informal person-toperson means of circulating information or gossip." Psychologists G.A. Fine and R.C. Rosnow define gossip as
"small talk with a purpose," and gossip columnist Noun 1.
gossip columnist - a journalist who writes a column of gossip about celebrities newspaper columnist - a columnist who writes for newspapers Liz Smith Liz Smith may refer to:
 Liz Smith (actress)
 Liz Smith (journalist)
has added, "Gossip is usually the news running ahead of itself in a red satin dress - it is rumor about to become fact." No matter how the grapevine is defined, one thing is certain: The grapevine is the informal and unsanctioned communication network found within every organization.
Organizational members require information to perform their jobs. When information is not transmitted through a formal system in a timely fashion, the grapevine is called upon to communicate the essential facts throughout the organization. In fact, most organizational communication Organizational communication , broadly speaking, is: people working together to achieve individual or collective goals.
[1]
Discipline History
The modern field traces its lineage through business information, business communication, and early mass communication consists of person-to-person informal contacts. These contacts are necessary for the smooth functioning of the organization, and they contribute to improved job performance. Some research has found that communicatively isolated workers in a large organization have lower job satisfaction, organizational commitment
In the study of organizational behavior and Industrial/Organizational Psychology, organizational commitment is, in a general sense, the employee's psychological attachment to the organization. , and job performance than their counterparts who are engaged actively in a communication network.
The grapevine has a discernible structure. In a 1969 Personnel Journal article, Keith Davis Keith Davis (born
December 30, 1978 in Italy, Texas) is an American football free safety for the Dallas Cowboys of the NFL. He was signed as an undrafted free agent out of Sam Houston State University. described four primary chains of communication in an organization's grapevine:
* The single-strand chain. A tells B, who tells C, who tells D, and so on. The longer this chain continues, the greater the potential for alterations to the original message. Consequently, this chain tends to produce the least accurate messages.
* The gossip chain. A tells everyone he or she comes into contact with. This chain often transmits messages slowly, as there is only one active disseminator of information.
* The probability chain. A conveys information randomly to C and E. They, in turn, randomly tell others. In this chain, some in the organization will, by chance, get this information and some will not.
* The cluster chain. A tells those he frequently contacts, C and D. They continue the chain by revealing the message to those they have close contact with. Selectivity selectivity /se·lec·tiv·i·ty/ (se-lek-tiv´i-te) in pharmacology, the degree to which a dose of a drug produces the desired effect in relation to adverse effects.

selectivity
1. determines the pattern in this chain. As a result, some will not hear the information. n.
In psychoanalytic theory, the satisfaction of a desire, need, or impulse through a dream or other exercise of the imagination. . These rumors identify the wishes and hopes of employees. It naturally follows, then, that these rumors are positive in constitution, yet they still reflect employee anxieties.
* Bogie bo·gie
1 n.
pl.
bo·gies
also bo·gy
1. One of several wheels or supporting and aligning rollers inside the tread of a tractor or tank.
2.
rumors. These rumors originate from employees' fears and concerns and result in a general restlessness within the organization. Often, these rumors are damaging.
Benefits of the grapevine
The contemporary grapevine has kept its reputation for disseminating unreliable information. However, research shows that grapevine information is highly reliable and accurate, making this means of communication an asset to the organization. Studies done by Keith Davis have demonstrated accuracy ratings of nearly 80 percent for many grapevine transmissions, with a range of accuracy between 75 percent and 95 percent. The grapevine's precision is not surprising when one considers the origins of its messages. Research has shown that rumors passing through the grapevine begin as testimonies of an actual event. Thus, someone or some group has witnessed an event and feels it is worthy of passing on to others in the organization.
Still, people are wary of embracing information gleaned through the grapevine. This is partly due to the grapevine's poor reputation. Grapevine information is also considered inaccurate because its errors are often dramatic.
Therefore, the mistakes are more memorable than the grapevine's normal daily accuracy. This skepticism is healthy and contributes to the benefits of the grapevine.
Many people think of the grapevine as an uncensored, "the rest of the story" source of information. As Jack Levin
This article is about the real life professor. For information on the video game character, see List of characters in the F-Zero series.
Jack Levin , Ph.D. is the Irving and Betty Brudnick Professor of Sociology and Criminology at Northeastern
University in Boston, , Ph.D., professor of sociology at Northeastern University Northeastern University, at
Boston, Mass.; coeducational; founded 1898 as a program within the Boston YMCA, inc. 1916, university status
1922, fully independent of the YMCA 1948.
.....
Click the link for more information., put it, "If you want to know about the kind of insurance coverage your employer offers, look in the company handbook. But if you want to know who to avoid, who the boss loathes or loves, who to go to when you need help, what it really takes to get a promotion or raise, and how much you can safely slack off, you're better off paying attention Noun 1.
paying attention - paying particular notice (as to children or helpless people); "his attentiveness to her wishes"; "he spends without heed to the consequences" attentiveness, heed, regard to the company grapevine."
Probably the best feature of the grapevine is the timeliness of the message it carries. Its speed of transfer is far faster than messages coming through formal channels, partly because formal communication has traditionally been written in the form of memos, reports, and newsletters.

Since formal communication channels tend to transmit information slowly, gaps between the time information is needed and when it arrives are common. As a result, formal networks tend to be inadequate for handling unplanned communication requirements, for competently transmitting complicated or detailed information, or for sharing personal information.
The grapevine, on the other hand, thrives on quicker word-of-mouth conversations. And although electronic communications have made the formal methods of interaction faster, they have made informal means of conveying information even swifter. Because the grapevine is fast, it can serve as an early warning system for members of an organization.
Knowing this, management sometimes purposely pur·pose·ly adv.
With specific purpose. purposely
Adverb on purpose
USAGE: See at purposeful.
Adv.
1.
sends messages through the grapevine to test the waters, allowing individuals to plan for and ponder formal statements to come. This may give employees the opportunity to provide input to senior management before final decisions are made. Thus grapevine timeliness often gives employees a chance to become more participatory, which is known to enhance an organization. These advantages are particularly beneficial when bad news will be coming through formal communication channels.
Another advantage of the grapevine is that it can transmit messages in a multi-directional manner. Unlike the formal communication network, which follows a highly rigid, linear path from supervisors to subordinates, the grapevine can leap from department to department and jump between various management levels. It moves up, down, horizontally, vertically, and diagonally in an organization at an incredible pace.
Furthermore, the grapevine can serve as an outlet for stress release. Subordinates frequently need an opportunity to let off steam but are unable to do so through formal communication lines, fearing embarrassment or repercussions repercussions npl → répercussions fpl repercussions npl → Auswirkungen pl . The grapevine provides them a way to share their personal opinions and feelings.
Another important aspect of grapevine messages is their personal nature. Instead of impersonal, faceless transmissions via the formal communication networks, the grapevine frequently facilitates enjoyable face-to-face interactions between co-workers. Research suggests that subordinates prefer to get their information in this manner. While this is not always possible, a healthy grapevine makes it more likely.
One other positive aspect of the grapevine is its immunity to time constraints In law, time constraints are placed on certain actions and filings in the interest of speedy justice, and additionally to prevent the evasion of the ends of justice by waiting until a matter is moot. . While the formal communication network typically starts up at 9 a.m. and shuts down at 5 p.m., the grapevine is in effect nearly 24 hours a day. It begins in. the morning in car pools on the way to work and may last late into the night through company softball softball, variant of baseball played with a larger ball on a smaller field. Invented (1888) in Chicago as an indoor game, it was at various times called indoor baseball, mush ball, playground ball, kitten ball, and, because it was also played by women, ladies' teams, golf games, or bowling leagues.

Finally, the grapevine serves as an index of organizational health, morale, trends, and productivity. The grapevine can spotlight issues and problems important to an organization. Effects of policies and procedures Policies and
Procedures are a set of documents that describe an organization's policies for operation and the procedures necessary to fulfill the policies. They are often initiated because of some external requirement, such as environmental compliance or other governmental often can be measured with informal communication. Also, it seems that organizations with strong formalized for·mal·ize tr.v.
for·mal·ized
, for·mal·iz·ing
, for·mal·iz·es
1. To give a definite form or shape to.
2. a. To make formal. b.
structures that inhibit communication outside these structures may benefit from an active grapevine that supplements formal channels of communication. Indeed, this informal communication network seems to blossom when certain common denominators common denominator n.
1. Mathematics A quantity into which all the denominators of a set of fractions may be divided without a remainder.
2. A commonly shared theme or trait. exist in organizations. If formal channels are rigid and narrow, if vital intelligence is kept from employees, if an overabundance o·ver·a·bun·dance n.
A going or being beyond what is needed, desired, or appropriate; an excess: teenagers with an overabundance of energy. of free time is allowed to subordinates, or if employees feel the pressures of job insecurity, be assured that the grapevine will be very active.
Potential pitfalls
As mentioned earlier, grapevine information tends to be accurate 80 percent of the time. This means there is at least a 20 percent inaccuracy factor. Nearly all the information passed along the grapevine is undocumented, and thus is in a prime position to be altered and misinterpreted as it flows. The central theme is usually resistant to severe alterations, but critical details are eliminated constantly in a process known as "leveling." The most dramatic details are "sharpened" - hyped up hyped up
Adjective
Old-fashioned slang stimulated or excited by or as if by drugs - each time the message is recycled. And details are sometimes adjusted to correspond with the prior attitudes and experiences of the participants in a process called
"assimilation." Together, leveling, sharpening, and assimilation have the potential to alter the facts significantly.
Nevertheless, the correspondence is still grounded in the truth and remains an important vehicle for communication.
Electronic communication such as "cybergossip" (gossip through the computer) has made the grapevine an even faster means of communication. Though a potential advantage, cybergossip is often misinterpreted because it is flat: no voice inflection inflection, in grammar. In many languages, words or parts of words are arranged in formally similar sets consisting of a root, or base, and various affixes. Thus walking, walks, walker have in common the root walk and the affixes -ing, -s, and , no room for subtleties of language. It may be more difficult to tell whether someone is making a joke, being sarcastic sar·cas·tic adj.
1. Expressing or marked by sarcasm.
2. Given to using sarcasm.

[ sarc(asm) + -astic , as in enthusiastic . , or passing on the gospel.
Like cybergossip, another modern-day phenomenon has changed the nature of the grapevine: The new generation of workers seems to disdain it. Historically, most baby boomers See generation X.
.....
Click the link for more information. (those born between 1946 and 1964), as much as they deny it, believe in playing office politics and do their utmost to become proficient in this area. Conversely, the younger generation of employees takes offense to those proficient at politics and feels sorry for those who seek mastery in it. This present attitude could be a major blow to the informal communication network as it now stands. In fact, these " baby busters baby buster also ba·by-bust·er n.
A member of a baby-bust generation.
Noun 1.
baby buster - a person born in the generation following the baby boom when the birth rate fell dramatically buster " or "generation Xers" (those born between 1965 and 1977) seem to prefer that crucial messages be presented one-on-one by supervisors - if not in person, then by voice mail or e-mail. Thus, they are ultimately unwilling to tap into the grapevine for information.
Another potential problem with the grapevine is the threat of legal action arising from inaccurate rumors traveling this network. Many organizations have been defendants in legal suits arising from false information circulating in the workplace. Lawsuits based on defamation defamation
In law, issuance of false statements about a person that injure his reputation or that deter others from associating with him. Libel and slander are the legal subcategories of defamation. Libel is defamation in print, pictures, or any other visual symbols.
.....
Click the link for more information., fraud, invasion of privacy invasion of privacy n. the intrusion into the personal life of another, without just cause, which can give the person whose privacy has been invaded a right to bring a lawsuit for damages against the person or entity that intruded. , harassment Ask a Lawyer
Question
Country: United States of America
State: Nevada
I recently moved to nev.from abut have been going back to ca. every 2 to 3 weeks for med. , emotional distress emotional distress n. an increasingly popular basis for a claim of damages in lawsuits for injury due to the negligence or intentional acts of another. Originally damages for emotional distress were only awardable in conjunction with damages for actual physical harm. , and disability discrimination have all taken place because of grapevine inaccuracies (Zachary, 1996).
Implications for leaders
As the previous section indicates, the grapevine is not all pinot noir .
. It is no wonder many managers feel they must attempt to silence the grapevine in order to avoid the problems just mentioned. But the potential for using the grapevine advantageously is well documented. To ensure that the grapevine remains primarily an asset and minimally a liability, there are some ground rules that management must follow in order to foster an effective, healthy environment for the grapevine to operate.
* Accept that the grapevine exists and has the potential to add value to the organization. Management must not try to eliminate it - they did not hire it and they cannot fire it.

* Acknowledge the fact that the grapevine must, for the most part, remain unrestrained. If management tries to take control of it, they do not allow it to operate effectively and it ceases to provide its potential benefits.
* Do not underestimate the grapevine's power or value to the organization. Ignoring the grapevine can do more harm than good, and managers cannot afford to attempt to escape putting the necessary effort into managing it.
* Become part of the grapevine rather than remaining a passive observer. If the main concern about the grapevine is false information, being privy to grapevine messages will allow management to monitor them most effectively.
If management chooses to ignore the grapevine, they fail to use its potential. In fact, the grapevine can serve as a vital mechanism in the "management by wandering around" approach. This philosophy suggests that when managers wander around the workplace without any particular objective, they are likely to pick up highly relevant information. This is information that may never have become available if the manager stayed in his or her office all day or communicated only in the normally structured manner.
* Maintain activity within formal communication channels. The grapevine is not a substitute for formal communication, but it can be an effective supplementary tool when fostered properly.
* Encourage organizational members to question and assess grapevine exchanges prior to responding to them. This will help keep the grapevine from becoming a facilitator of false rumor.
The grapevine is alive and well. In the past, such a statement would have made management cringe cringe intr.v.
cringed , cring·ing
, cring·es
1. To shrink back, as in fear; cower.
2. To behave in a servile way; fawn. n.
An act or instance of cringing. , since the grapevine was often perceived as an impediment A disability or obstruction that prevents an individual from entering into a contract.
Infancy, for example, is an impediment in making certain contracts. Impediments to marriage include such factors as consanguinity between the parties or an earlier marriage that is still valid. to organizational well-being.
However, research, in addition to verifying the existence of a vibrant grapevine, supports the idea that an active grapevine correlates positively with a well-functioning organization. Organizations need a constant, consistent flow of information in order to operate in today's dynamic environment. Formal channels of communication are often unable to keep up with this informational demand. The informal communication network, the grapevine, picks up the slack and keeps organizations moving forward rather than stagnating.
No medium of communication is perfect, and the grapevine is no exception. It must be managed correctly to yield positive results. However, the cost of this management is well worth the effort when one considers what the grapevine can provide an organization: the fast, timely, and relevant flow of information from those who have it to those who need it.
Pros
Advantages of Grapevine Communication
1.
Grapevine channels carry information rapidly. As soon as an employee gets to know some confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other. Thus, it spreads hastily.

2.
The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.
3.
The grapevine creates a sense of unity among the employees who share and discuss their views with each other.
Thus, grapevine helps in developing group cohesiveness.
4.
The grapevine serves as an emotional supportive value.
5.
The grapevine is a supplement in those cases where formal communication does not work.
A smart manager should take care of all the disadvantages of the grapevine and try to minimize them. At the same time, he should make best possible use of advantages of grapevine.
Importance of Grapevine in business scenario:
Though the structure of the grapevine is not so well defined, as that of the formal channels, it should not be taken for its weakness. The messages flowing through grapevine have greater speed than that of the messages flowing through the formal channels. The grapevine may carry equally vital message through it for the achievement and success of the organization. It is not correct to underestimate the grapevine by saying that the vital messages pass only through the authorized, formal channels. On the other hand, though the formal channels are systematic, preplanned and documented, it is authority-laden. It can never be as speedy and spontaneous as the grapevine. The employees communicate through grapevine, not because they are compelled to communicate but because they earnestly want to communicate with their associates.
The method of formal written communication is slow and expensive method of information transmission. The grapevine, on the other hand, is non-expensive method and most-rapid oral method of transmitting the information to the maximum number of the communication receivers. The grapevine can flow wherever the participants wish it to flow, therefore, the manager can use the properly cultivated grapevine in dealing with the problems that require crossing the boundaries between the departments.
Grapevine originates from the psychological need of the employees to talk about their jobs and their associates as the subject of their main interest. The absence of grapevine surely creates the dull, sick and unfriendly atmosphere in the business organization. Grapevine is also described as the barometer of public opinion in the organization. If the manager is sensitive to it, he can gather information about the ideas, opinions, attitudes and interests of the employees.
The grapevine gives an opportunity to the employees to let off the suppressed air of anxiety, worries and frustration. When they talk about their associates, they get emotional relief. The fact that the employees talk about their associates or that they have the interest in their associates is a proof of the high morale. Thus, the grapevine not only promotes unity, integrity and solidarity of the organization but it also helps to raise the morale of the employees.
Grapevine communication creates a social bond where none existed. People like to talk to one another; whether they talk about work or family, or anything. Teams become more cohesive when members talk to one another outside of the project or assignment they may be working on. Informal communication lends itself to bonding.
The grapevine fills in a gap that is left when official information is missing. Even in organizations where management is very proactive about keeping employees informed, the grapevine helps to fill in the blanks.

The grapevine in many ways helps keep people honest ; it can dissuade people from engaging on behavior that they don’t want others to know about. This is a two edge sword. On one hand, people will think twice about taking what they know is a wrong course of action. On the other hand, they may also think twice about taking a necessary risk and doing the right thing, fearful that appearances that may give rise to rumors.
Limitations of Grapevine



 The grapevine may carry some degree of error in it.
 The baseless, imaginary and non-factual messages may prove harmful to the organization.
 Often the employees feed the grapevine with self-serving information. They add to the facts rather than simply report.
The grapevine often carries incomplete information, which leads to misunderstanding of the receiver.
The communicator does not take the responsibility of the message.
Sometimes the grapevine spreads the message so swiftly that it causes damage to the organization.
By: John Bradfield
Many employees are relying on the grapevine for important company information despite millions of rands being spent on internal communications.
"Pssst... do you want to hear what's going on? Let's go to the water cooler where no one can hear us talk." If you work in a big organisation, you'll most likely recognise this conversion. It occurs every day somewhere in company corridors where management still needs to appreciate why it's important to let employees know what's going on.
Despite a proliferation of internal communications media in the modern office environment and leadership mantras that implore managers to communicate with employees, the grapevine is often the main source of news that touches on what's really going on. The grapevine grows especially when top management tries to keep a lid on what it considers to be
"sensitive" information. It's concerning because the grapevine, although a rapid carrier of "news", is generally unreliable as a source as information is passed on from person to person. Grapevine generated news can possess the bias of the person who broke ranks from the inner circle to spread their version of the "truth'.
People working in smaller companies or even retail shops with a few employees may sneer at big companies where the grapevine is so prevalent. You'd think communication would be more rich and frequent in smaller businesses but it's not a given. Often employees in smaller firms are starved of information because the boss keeps things close to the chest and sees no need to keep employees informed.
The possible reasons why many employees are still relying on the company grapevine include power, politics, unwillingness to manage sensitive news and sometimes not knowing any better.
But one might ask, "Why does the grapevine flourish when companies today employ internal communications staff?"
Part of the reason involves company culture. Where there is support for common understanding, shared beliefs, and innovation information tends to flow more freely. In companies where a culture of mistrust prevails, open communication is undermined. In short, there's no engagement with employees.
We've all heard the stories about companies keeping a lid on key developments in an organisation (especially when it can

spell bad news): a key executive resigns, a company subsidiary is being sold, or there is an unpopular change in company policy. Company executives hold out for so long on making an announcement that employees start scavenging the corridors for scraps of information. Employees huddle together to make sense of what's going on. They are forced to draw their own conclusions about the reasons for what's going to happen or has happened. Perceptions about the company withholding information are often more damaging than providing the "negative" news in the first place.
The grapevine flourishes where upper management clings to half-hearted attempts at real communications with employees. I remember working for a large conglomerate where there was a power war between communications and
Human Resources who wanted to run the house journal to start their own "vanity publishing". Though their attempted takeover bid failed their continual interference did not help with the release of information that employees would find to be credible.
At another company the grapevine was institutionalized because the reclusive CEO only channeled his rare messages through a rather self-serving staff newsletter. Employees were starved of information.
Then there was the company that announced changes to company policy without prior consultation with employees. When announcements were made some employees were suspicious about the change, others rejected it, and yet others did not understand the change. No face-to-face group meetings were held to explain the change so the grapevine became the educator.
In these situations, hardly favourable to support a winning culture, where information is massaged or ignored reliance on the grapevine grows. This results in lost revenue. Poor internal communication is a real cost to the company with lower morale, reduced productivity, increased stress (reduced well-being), poor internal image (which leads to poor external image), lower quality and poor service.
I need to balance these bad apples with a few examples of where companies have excelled at internal communication. A fishing company ran a road show for all employees on their BEE (black economic empowerment) status to even their most remote and smallest operations so all employees could understand the new development. Another company held a meeting with all employees of a small acquired company to ensure that everyone understood the culture of the company and what was expected. Employees were welcomed in a personal way and made to feel part of the new company. In another instance, a campaign was devised to inform all employees about the need for their company to be divested from a holding company. Question and answer sheets, personal presentations and a proper farewell all helped to reduce the uncertainty and smooth the transition.
In most companies the solution to reducing use of the grapevine rests squarely with top management who need to believe in the importance of open and regular communication. They need to understand and support company wide internal communications. Cross-functional teams involving communications, HR and marketing can help provide a unified approach to internal communication. Communications people also should not be afraid to speak up and talk to executives to let them know what the key issues are and why prompt and open communication is required.
Internal communications is not easy but without mature openness and respect for employees' need to know corridor talk will prevail. Executives need to be equipped to deal with the communication that is required during internal crises - fraud, threats, tragic accidents, hostile takeovers, and strikes. They must know how to communicate "bad" news rather than shy away from it or try to suppress or censor it.
New attitudes are required so that employees are provided with information they need to understand important developments in their company or to carry out their work. Knowledge of the dynamics of interpersonal communication and

use of new internal media (intranets, blogs, sms messaging, and video conferencing) can also help towards employees receiving information as direct as possible from executives rather than hearing a distorted version from the grapevine.
Disadvantages of Grapevine Communication
There are some intrinsic dangers in bypassing the organizational channels to get to the facts of the matter. The main danger is that much of the information that gets spread through the grapevine is not verified. Some of the information is likely false and difficult, if not impossible, to verify.
We discount information when the source is a known gossiper. But not completely... Even when the source is someone known to spread rumors, we believe that where there's smoke... Since we don’t know what part is fire and what is smoke, we take in the whole rumor. To justify our participation in spreading the rumor, we tell ourselves that part of it must be true. The main reason why we give credence to a rumor is that it seems to match what we think about the situation or person that the rumor is about. We also tend to believe the person sharing the rumor with us.
Another main disadvantage of grapevine communication is that it's often used to spread more than rumors; it's used to spread gossip .
The terms rumors and gossip are used sometimes interchangeably, but rumors are not quite the same as gossip.
Both are pieces of information that can't be verified, but rumors tend to affect organizations or groups of people, while gossip refers to more personal matters.
When gossip is being spread through the grapevine, people's reputations, careers, and lives can get destroyed very rapidly.
For a related article
Despite its disadvantages, the grapevine can serve a purpose.
Grapevine communication is part of the workplace, it can't be eliminated. Recognizing its pros and cons can help you use it to your advantage.