By Cynthia McKane-Wagester, RDH, MBA

I recently watched Stephen King's "The Langoliers." Wow, what a movie! To shake off the effects it had one me, I went to my computer to read the results of a Harris interactive poll which asked more than 1,500 employed adults to name their biggest pet peeves about their jobs. Cited No. 1 by 60% of respondents was workplace gossip. Gossip seems to satisfy a deep-seated psychological need for self-esteem. What better way to pump up our image than by using negative talk to prove that we are clever and knowledgeable and otherwise superior to our colleagues and competitors? If spreading it provides perverse pleasure, so does listening to it — unless, of course, it's about us. Though most gossip is benign, it can easily spiral out of control into untruths that could cause another person harm, pain, or confusion.

So why do people gossip? First let's look at the seemingly less harmful aspects. Gossip is generally a verbal medium to exchange casual information. But it has roots in human socialization habits. People gossip to cultivate friendships. Gossiping is a way of developing trust or rapport through the implied intimacy of sharing secrets. Gossip is also used to exert influence. Whether it's positive or negative information, it is generally used to sway perceptions or opinions about an individual. It's also used as a networking tool. All social animals know the value of meeting others and building friendships at work to propel their careers or businesses. By discussing matters of common interest there is bound to be some discussion of other people and their activities outside the workplace.

Workplace gossip often involves spreading rumors or misinformation. People who engage in this type of gossip do so for several reasons. Primarily, they have a strong need to fit in and feel that gossip will help them achieve this. Unfortunately, gossiping often has the opposite effect. Those who gossip often suffer from low self-esteem, and think that talking about others or spreading rumors will make them important or powerful. In today's world where knowledge is power, the gatekeeper of the information, regardless of its veracity, has considerable power with which to exert control. And like all unhealthy behavior, gossiping ultimately does not increase self-esteem or make the purveyor of the gossip feel more in control, as people eventually become cognizant of their motivations and actions. You know that if a person is talking to you about someone, they are likely talking to someone else about you. Therefore, a good rule of thumb at the office is to choose your friends wisely and keep your private life private.

Though broader definitions of gossip include positive or neutral remarks focused on making conversation centered on the activities and behaviors of others outside the presence of that person, Peter G. Vajda, PhD, business trainer and coach, characterizes gossip as a form of workplace violence. At first glance this might seem extreme, but consider how the workplace has increasingly become a venue where people spend more time talking about someone else — in language that is often hurtful, critical, demeaning, and judgmental — again without the subject of the conversation present. Vajda says that gossip is a form of attack that often arises from an individual's conscious and unconscious fears.

Roughly 65% of people's discussions are gossip in nature — often to entertain or help strengthen group ties. However, workplace gossip can have dreadful consequences. It leads to cuts in productivity and erodes trust and morale. Anxiety among employees is increased as rumors circulate in the absence of any clear information network. Divisiveness rises among employees as people feel the need to take sides. People's feelings and reputations are hurt and damaged. Chances for career advancement for both the person gossiping and the subject of the gossip are jeopardized. Valuable employees are less likely to remain in a toxic atmosphere.

At one time or another, most of us have engaged in gossip. But workplace gossip causes a great deal of harm and impacts the individuals involved and the organization as a whole. Next time you find yourself speaking about someone and you're not sure what constitutes gossip, ask yourself the following questions:

Is what I am about to say true?
Is it harmless?
Is it necessary?
How would I feel if someone said this about me?
Would I want my words quoted in the daily paper or company newsletter?
How am I going to feel later if I say this (or listen to this)?
Does gossiping honor my personal values?

It's easy to get drawn into the gossip circle, and often difficult to resist. Here are some tips to avoid getting involved in nonproductive and destructive gossip. It takes a conscious decision not to participate in the workplace rumor and gossip mill. It requires discipline to stick to your guns and take a stand. If coworkers attempt to draw you into their gossip, let them know that you aren't interested in participating in the conversation. You don't have to be critical or judgmental, but you must be clear about your discomfort talking about someone when you don't have all the facts. Then excuse yourself from the conversation.

This action will serve several purposes. It will send a message to the gossipers that what they're doing is unacceptable. Others who feel the same as you will be more likely to follow your lead and not become involved in gossip, thus removing the captive audience. Lastly, you will feel good that you said "no" to something that wastes time and could cause harm.

Although it is impossible to eradicate workplace gossip completely — and doing so would only drive it underground — managers and companies should do their best to keep it in check. Innocent or malicious in spirit, gossip about coworkers is a foolish waste of time and a potential source of liability for both managers and the company. In addition to being a waste of time, productivity by the person who is the subject of the gossip can become worse depending on the nature of the rumor. If the gossip is of a sexual nature, local harassment or discrimination laws may have been violated. If what was said can be proven untrue and derogatory, it can be ruled as slander. Finally, if senior management is aware of harmful gossip and does nothing to stop it, it's a sorry statement of its personnel management and demonstrates a complete breakdown of management. If something like this is going on unchecked, then chances are that management is probably looking the other way at other kinds of inappropriate behavior. Unfortunately the boss is part of the problem in many offices. Sam Chapman, CEO of Empower Public Relations, started his own PR firm after he left another firm where the gossip was out of control. He says, "Gossip is poison and sometimes it seeps into the whole culture of the company. If that's the case, just get away from it. Start looking for another job."

If the problem is to be fixed, senior management has to be committed. You must get all employees to agree not to say anything about anyone that they wouldn't say if that person were in the room. If they have a problem with someone, they should talk to that person about it. Lead by example. Don't spread gossip, and if anyone tries to tell you some, politely suggest that they take it up with the person concerned. Then change the subject. Additionally, lines of communication about workplace issues must be opened in a legitimate forum such as a newsletter or e-mail update. Gossip rushes in when there is a vacuum of information. In the absence of official information, speculation and rumors flourish. Finally, if all else fails and you can identify the sources of the gossip, you may have to speak to them privately. Explain the problems that have been caused, and how eventually those who gossip will become victims of it. Then if the problem persists, you may have to make it a performance issue, since it can affect productivity and team cohesiveness.

Much is to be gained by turning down the opportunity to gossip at work. It's not as hard as you think. With conscious effort and conviction, you can do your part to derail the harmful effects of destructive gossip and keep the work environment healthy and happy for all.

Author bio
Cynthia McKane-Wagester, RDH, MBA, a practicing hygienist, is president of McKane & Associates, a full-service management consulting firm. She is the author of "Dental Hygiene: The Pulse of the Practice," a book on the business of hygiene. McKane-Wagester is co-founder and director of the Chesapeake Institute for Dental Studies, an educational enterprise that promotes teamwork through the integration of clinical excellence with business principles. She can be reached at CMandAssoc@aol.com or at (800) 341-1244.