74% indicated that they would choose to believe a direct supervisor compared to 24% who would believe the grapevine. It all depends on the quality of the relationship. People will believe supervisors with whom they have a good relationship. Other supervisors will not be credible.

Finally, 89% would trust a trusted co-worker over the co-worker. Trust is the operative word here, “I don’t gossip with co-workers I don’t trust.”

We can’t stop the grapevine. It is pervasive. It has speed. And now blogs are like the “grapevine on steroids.”

While formal communications are effective to an extent, the grapevine should not be ignored. It will play a role for some people much of the time. Seen this way, the grapevine could be a powerful vehicle to align the company around communications.

The grapevine accelerates

• When there is a lack of formal communication.
• Anytime there is an ambiguous or uncertain situation
• When there are no sanctioned channels for venting
• When change is impending, and
• When there are heavy-handed efforts to shut it down.

There is a gap between senior and lower management. Lower managers are more likely to recognize both the existence and the effectiveness of the grapevine.

Managers can influence the grapevine by

• Understanding the conditions that increase grapevine activity
• Respecting employees desire to know
• Increasing participation and influence
• Sharing the bad news as well as the good,
• Monitoring the grapevine, and
• Acting promptly to correct mis-information.

The grapevine may in fact be a powerful tool for communicators.

• There is some information that people can only get from the grapevine. Soft information about people’s predilections and propensities.
• Spot problems early and prepare
• Seize opportunities
• Build a reputation. The grapevine will boost better performers, but be harsh on others.
• Bond with co-workers. The grapevine is an embedded survival mechanism. We learn the rules of engagement.
• Weed out cheaters and liars. They will be exposed by the people who have been directly affected by them.
• Let off steam
• Gain power and control. People who are connected to the grapevine gain knowledge and influence.

Look at the grapevine not as a competitive communication channel, but as an additional resource to be monitored and harnessed.

One study has suggested that people receive 70% of their information from informal networks vs. only 30% from formal communications. Yet, most employee communications programs focus almost exclusively on the formal communications, ignoring the informal networks.

Organizations that recognize the value of informal communications get people together. For example,

• Caterpillar created a Piazza in their European Headquarters to provide a gathering point for informal gatherings and conversations.
• PARC Xerox wired the coffee pot to people’s desks, providing prompt that would draw people to the coffee maker when there is a fresh pot of coffee. They installed whiteboards beside the coffee pot.

Every company should ask, “Where is the ‘water cooler’ in our organization? E.g. Smokers gathering spot. A van pool for commuters.

The law of the few: If you want effective, sustainable communication in any organization, you must reach a small number of people who are responsible for most communication.

How do you find the small number of employees who are really influencers?

• Self-selection: Pitney Bowes (PB Voice): Employees volunteer to be ambassadors for communication.
• Nomination: Disney’s Communication Ambassadors
• Identification: Social Network Analysis.

Social network analysis starts with a survey of people in a network, asking who they rely on for information, who they find most credible, who they trust, etc. This information is mapped to identify the key influencers who are connectors at the centre of nodes. Once the social network is mapped, it provides the basis for analysis of the nature (positive vs. negative) of the communications, the nature of the influence and other factors.

To influence the influencers,

• Find out what they think, feel and are currently saying about the organization.
• Train them to maximize their communication skills
• Inform them upfront about the back story (what got us to this place)
• Solicit their opinions, ask their advice and utilize their feedback.
• Influencing the conversation: “You must encapsulate the spirit of your organization, package it in strategic statements and then emphasize those statements repeatedly – so the message becomes part of the conversation.” Paul Danos, Dean, Dartmouth’s Tuck School of Business.

The question for communicators: How do we engage the grapevine around conversations that matter?

• Have your senior executives talk about the elephants in the room – the big issues that execs hope nobody will notice or bring up.
• Future forecasting: talk about trends and what it might mean for your company.
• Business literacy: You can’t have a conversation about the organization if people don’t know what it takes to make a buck in business.
• Change communications: facts – fast – frequent
• Starting rumours: The most powerful rumours are those based on executive behaviour that is symbolic and authentic. So walk the talk.

Carol Kinsey Goman packed her presentation with insights and practical advice. A great session.