Analysing gossip to reveal and understand power relationships, political action and reaction to change inside organisations

Gossip is historically and stereotypically seen as pejorative women's talk, and from an organisational perspective it is often viewed as an unreliable and even 'dangerous' form of communication. There is a prevailing assumption that gossip is a 'problem' that managers should actively discourage, if not eliminate. This paper aims to challenge the assumptions, stereotypes and myths associated with gossip as a neglected organisational discourse. Drawing upon empirical research into gossip conducted in Australia and the U.K., the paper will illustrate how analysis of gossip inside organisations affords a greater understanding of power relationships, political action and reaction to change. The consequences of gossip for individuals are varied and include: (i) reduction of uncertainty and anxiety; (ii) knowledge power and sensemaking; (iii) social exclusion and victimisation; (iv) distress and harm. Organisational consequences of gossip include: (i) a means of developing and maintaining networks; (ii) dissemination of information and misinformation; (iii) resistance to change and sabotage; (iv) the masking or distortion of issues and problems. Rather than viewing gossip as a problem to be 'managed', we argue that gossip is a potentially rich source of informal narrative knowledge and management information that can illuminate understanding about a range of organisational issues. In adopting such a position, the 'problem' then shifts to one of how to capture gossip as data that can be can be analysed, interpreted and used in organisational research and management practice. The paper will conclude by outlining new approaches and avenues for exploring the organisational realities experienced and exposed through the study of gossip. For example, does it make sense to suggest that organisational change and power are in fact constituted through gossip?