Got gossip?
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This 15 minute presentation explains what gossip is, why we gossip and what you can and should do about it in your organization.
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Got gossip?
- 2. Managing Informal Communication Channels Or, How to Stop Worrying and Love Gossip
- 4. In this presentation: • What Is Gossip, Really? • Who Gossips And Why? • Why You Can’t Really Hope To Stop It • Why You Really Don’t Want To • How To Use Gossip To Your Advantage
- 5. Down the years, gossip has had a very bad reputation...
- 6. Down the years, gossip has had a very bad reputation... The Talmud: It has been said that (disparaging speech) kills three: the person who speaks it, the person who hears it, and the person about whom it is told. (Talmud Arachin 15b)
- 7. Down the years, gossip has had a very bad reputation... The Talmud: It has been said that (disparaging speech) kills three: the person who speaks it, the person who hears it, and the person about whom it is told. (Talmud Arachin 15b) Christian bible: “A perverse man stirs up dissension, and a gossip separates close friends” (Proverbs 16:28)
- 8. Down the years, gossip has had a very bad reputation... The Talmud: It has been said that (disparaging speech) kills three: the person who speaks it, the person who hears it, and the person about whom it is told. (Talmud Arachin 15b) Christian bible: “A perverse man stirs up dissension, and a gossip separates close friends” (Proverbs 16:28) From the Koran: And why did you not, when you heard it, say? "It is not right of us to speak of this: Glory to God, this is a most serious slander" (24:16)
- 9. This is how most people have thought of it…
- 10. This is how most people have thought of it…
- 11. But it may also look like this...
- 12. But it may also look like this...
- 14. Here’s what we mean when we talk about gossip today... Conversation that is about people… ➡ when those people are not present… ➡ and which probably contains some opinion.
- 15. 65% of all conversation is about other people
- 16. So Why do we gossip? For most of us, people are the most important things in our environment
- 17. We vote with our time and our information, sharing both with people we want to be connected with
- 18. So Why do we gossip? Through gossip, we figure out where we fit in
- 19. So Why do we gossip? Through gossip, we figure out where we fit in Who’s for us...
- 20. So Why do we gossip? Through gossip, we figure out where we fit in Who’s for us... Who’s against us...
- 21. So, why does it matter to my business?
- 22. Your employee manual provides the rules and regulations
- 23. Your orientationmanual provides the rules Your employee and training programs teach and regulations people what to do and how to do it
- 26. There’s gossip. But for everything
- 27. Gossip! Your Unofficial News and Information Network …Mark in finance just got promoted... I guess it pays to be a brown-nose... Because of Jim, we’re not getting our bonus… Ellen is the best boss I’ve…
- 28. What do people here value?
- 29. What do people here value? “Everyone here takes recycling really seriously.”
- 30. What do people here value?
- 31. What do people here value? “It's sort of expected that you'll work weekends if it's busy.”
- 32. What are the unwritten rules?
- 33. What are the unwritten rules? “This place is a morgue after lunch on Fridays.”
- 34. What’s my new boss like?
- 35. What’s my new boss like? “Todd is super stingy. He gets bonuses by not giving them to us!"
- 36. How do I measure up?
- 37. How do I measure up? “Am I really supposed to know that already?”
- 39. Five ideas for managing gossip…
- 40. Five ideas for managing gossip… Be Consistent and Transparent
- 41. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations.
- 42. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change
- 43. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty.
- 44. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition
- 45. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition Positive recognition is formal good gossip.
- 46. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition Positive recognition is formal good gossip. Mentor New Hires
- 47. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition Positive recognition is formal good gossip. Mentor New Hires Make sure new people hear it from trusted sources.
- 48. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition Positive recognition is formal good gossip. Mentor New Hires Make sure new people hear it from trusted sources. Encourage Complaints
- 49. Five ideas for managing gossip… Be Consistent and Transparent If people don’t know why rules are applied as they are, they will make up their own explanations. Communicate Change Reduce uncertainty. Frequent, Public Recognition Positive recognition is formal good gossip. Mentor New Hires Make sure new people hear it from trusted sources. Encourage Complaints If something isn’t right, you need to know about it.
- 50. But there’s another way to look at gossip….
- 51. Sometimes, gossip can gossip…. But there’s another way to look at be a manager’s best friend
- 53. People have a strong desire to maintain a good reputation
- 54. People have aare made through Reputations strong desire to maintain a good reputation gossip.
- 55. Work teams use gossip to get slackers to pull their weight
- 56. Work teams use gossip to get slackers to pull their weight
- 58. Continental Airlines Team-based Goals and Incentives Team members rely on one another Employees can’t easily be fired Gossip kept people in line
- 60. Summing up Gossip is simply opinionated talking about people who are not in the conversation
- 61. Take-aways
- 62. Take-aways Employees gossip in order to: • Relieve Uncertainty • Make Friends • Fit In • Learn And Communicate About The Culture • Learn The Unwritten Rules • Keep Each Other In Line
- 63. Take-aways
- 64. Take-aways You can manage the gossip in your company
- 65. Take-aways You can manage the gossip in your company Gossip within well-designed work teams can make them more productive
- 66. Take-aways Five ideas for managing gossip…
- 67. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent
- 68. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures.
- 69. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change
- 70. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty.
- 71. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition
- 72. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition Positive recognition is formal good gossip.
- 73. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition Positive recognition is formal good gossip. - Mentor New Hires
- 74. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition Positive recognition is formal good gossip. - Mentor New Hires Assign and train mentors.
- 75. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition Positive recognition is formal good gossip. - Mentor New Hires Assign and train mentors. - Encourage Complaints
- 76. Take-aways Five ideas for managing gossip… - Be Consistent and Transparent Consistent application of rules and procedures. - Communicate Change Reduce uncertainty. - Frequent, Public Recognition Positive recognition is formal good gossip. - Mentor New Hires Assign and train mentors. - Encourage Complaints Encourage complaints “To someone who can do something about them.”
- 77. Take-aways Using reputation via gossip to drive and results…
- 78. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams
- 79. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation
- 80. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility
- 81. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility Each individual clearly accountable to the group
- 82. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility Each individual clearly accountable to the group - Formalize communication among team members
- 83. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility Each individual clearly accountable to the group - Formalize communication among team members Everyone talks to everyone
- 84. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility Each individual clearly accountable to the group - Formalize communication among team members Everyone talks to everyone - Encourage extra-work activities
- 85. Take-aways Using reputation via gossip to drive and results… - Create inter-dependent work teams Shared goals and compensation - Design roles for maximum visibility Each individual clearly accountable to the group - Formalize communication among team members Everyone talks to everyone - Encourage extra-work activities Make reputation matter
Notas do Editor
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- So, what is it?\n
- What we'll be talking about today is gossip --\n
- Here’s what we’ll be talking about. And really, I want you to leave with two things today:\nyou’ll understand why people in your company gossip and some steps you can take to manage it so that it’s good for the organization\nAnd you’ll have gained an understanding of how to structure work teams in order to actually use gossip to drive results\n
- Here’s what we’ll be talking about. And really, I want you to leave with two things today:\nyou’ll understand why people in your company gossip and some steps you can take to manage it so that it’s good for the organization\nAnd you’ll have gained an understanding of how to structure work teams in order to actually use gossip to drive results\n
- Here’s what we’ll be talking about. And really, I want you to leave with two things today:\nyou’ll understand why people in your company gossip and some steps you can take to manage it so that it’s good for the organization\nAnd you’ll have gained an understanding of how to structure work teams in order to actually use gossip to drive results\n
- Here’s what we’ll be talking about. And really, I want you to leave with two things today:\nyou’ll understand why people in your company gossip and some steps you can take to manage it so that it’s good for the organization\nAnd you’ll have gained an understanding of how to structure work teams in order to actually use gossip to drive results\n
- Here’s what we’ll be talking about. And really, I want you to leave with two things today:\nyou’ll understand why people in your company gossip and some steps you can take to manage it so that it’s good for the organization\nAnd you’ll have gained an understanding of how to structure work teams in order to actually use gossip to drive results\n
- First of all, it’s worth saying that All major religions and most cultures have something to say about gossip, and none of it is good. \n\n\n\n
- First of all, it’s worth saying that All major religions and most cultures have something to say about gossip, and none of it is good. \n\n\n\n
- First of all, it’s worth saying that All major religions and most cultures have something to say about gossip, and none of it is good. \n\n\n\n
- So, what is gossip…. Well, this is a stereotypical view of gossip. There are a few people whispering to each other. \n\nAnd then there’s the woman with the clipboard looking concerned, possibly writing down what she hears… Oh, so and so has to hear about this..\n
- see the two in the corner over there, what, or rather, who, are they talking about\n
- and it's probably, not always, because when we are talking about other people, we spend a lot of that time talking about their comings and goings. did you hear jim just got back from vacation? did you see the smiths are going to their son's graduation in hawaii?\n
- and it's probably, not always, because when we are talking about other people, we spend a lot of that time talking about their comings and goings. did you hear jim just got back from vacation? did you see the smiths are going to their son's graduation in hawaii?\n
- and it's probably, not always, because when we are talking about other people, we spend a lot of that time talking about their comings and goings. did you hear jim just got back from vacation? did you see the smiths are going to their son's graduation in hawaii?\n
- and it's probably, not always, because when we are talking about other people, we spend a lot of that time talking about their comings and goings. did you hear jim just got back from vacation? did you see the smiths are going to their son's graduation in hawaii?\n
- When you look at it this way and add it all up....\n\nit's a lot!\n \nSports, politics and the weather all come in in single digits. \n\nClearly, we are the things we are most interested in!\n
- So, why is that?\n\nthe great apes groom each other... they pick bugs off each other. it takes up about 20% of their time, but it’s an exchange of a valuable service, and the amount and direction of it indicates roles in great ape society. how chimps make friendships and form political alliances is through grooming...\n\nWell, when we are gossiping, we are building and testing bonds of trust…. Why trust? Well, talking about other people is risky. Even when you day good things. \n\nand researchers today think that gossip fills a similar role in human societies.\n\n\n
- So, why is that?\n\nthe great apes groom each other... they pick bugs off each other. it takes up about 20% of their time, but it’s an exchange of a valuable service, and the amount and direction of it indicates roles in great ape society. how chimps make friendships and form political alliances is through grooming...\n\nWell, when we are gossiping, we are building and testing bonds of trust…. Why trust? Well, talking about other people is risky. Even when you day good things. \n\nand researchers today think that gossip fills a similar role in human societies.\n\n\n
- So, why is that?\n\nthe great apes groom each other... they pick bugs off each other. it takes up about 20% of their time, but it’s an exchange of a valuable service, and the amount and direction of it indicates roles in great ape society. how chimps make friendships and form political alliances is through grooming...\n\nWell, when we are gossiping, we are building and testing bonds of trust…. Why trust? Well, talking about other people is risky. Even when you day good things. \n\nand researchers today think that gossip fills a similar role in human societies.\n\n\n
- So, why is that?\n\nthe great apes groom each other... they pick bugs off each other. it takes up about 20% of their time, but it’s an exchange of a valuable service, and the amount and direction of it indicates roles in great ape society. how chimps make friendships and form political alliances is through grooming...\n\nWell, when we are gossiping, we are building and testing bonds of trust…. Why trust? Well, talking about other people is risky. Even when you day good things. \n\nand researchers today think that gossip fills a similar role in human societies.\n\n\n
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- Whenever there is uncertainty, there will be gossip\n
- Whenever there is uncertainty, there will be gossip\n
- Other reasons \n\ngossip is a critical part of your company’s culture, whether you know about it or not....\n\nGossip answers questions your formal communications don’t…. AND\n\nResearchers have suggested that you can measure the health of an organization and its culture by listening in on what people are saying to each other…\n\nAre people praising others, are is everybody talking smack?\n\nWhenever there is uncertainty, there will be gossip\n
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- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
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- Research has demonstrated that reputation -- what other people think of us, is very important, especially among \n\nstable groups of people who depend on each other --- for their livelihoods and even socially\n\nAnd Gossip is the means by which people acquire reputations – good or bad\n\n\n
- Research has demonstrated that reputation -- what other people think of us, is very important, especially among \n\nstable groups of people who depend on each other --- for their livelihoods and even socially\n\nAnd Gossip is the means by which people acquire reputations – good or bad\n\n\n
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- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
- when continental airlines installed some group based goals for on-time departures, and then built in bonus compensation at the group level - either everyone gets something or no one does, employees used gossip the same way the ranchers did -- to let people know when someone was not performing and to get that person back in line\n\nIt is helpful also that Continental had a lot of long-time employees – people who knew each other and were involved in each other’s lives in many cases at more than just a work level\n\nwhen people's reputations impact their ability to exist comfortably in a community and to earn a living, gossip becomes a very powerful means that people use to keep each other in line\n\nWhat researchers have found is that when you have a team that relies on each other, if one member of the team begins to slack off, the amount of gossip ratchets up dramatically. \n-- As you would expect, a lot of the gossip is negative gossip about the slacker\n-- But it also turns out that people being overtly praising the people they think are the hardest workers\n--- it is just as you would hope – that when people depend on each other, they call out the people who aren’t pulling their weight, and they make positive examples/ models of those who are\n\n\n
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- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Mentor - you can train and empower employees to gossip the way you want\n\nCommunicate change - when people don't know what's going on, they will seek information from their peers\n\nComplaints - they'll always be there. If you don't ask for them, you may not hear them, but they"ll be there circulating among your employees\n\nConsistency - when people don't know how decisions are made, they'll make it up foe themselves. \n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
- Transient workforces -- high turnover -- will be less subject to the effect of reputation. when people don’t think they are going to have to deal with others, they aren’t going to care what the others think\nIf people have mutual goals and if their own income depends on the behavior of others, reputation becomes very important. \n\nand, when people's personal and work lives are more intertwined, they are more inclined to be concerned about their reputation among their co-workers\n
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