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GRAPEVINE
Informal communication is also known as Grapevine having no beginning on end. This is basically a channel of horizontal communication in which people working at the same level of hierarchy communicate with each other with perpect ease. Grapevine includes rumours, Gossips, apprehension, baseless news, distorted facts, propaganda and tangled facts. It is also called rumours' mill. Authenticity of news is doubtful. Information flows with remarkable speed in grapevine.
It is just like fog in which truth and reality are lost. It may or may not be true, because sometimes news being spread about the person or organisation contains elements of truth Grapevine,if not based on truth & facts produce damaging effects. So efforts should be made to stop such talks from spreading in the organization.
Definition: According to Louis A. Allen, "Grapevine is a horizontal communication channel which is related to those persons who are associated with informal communication systems." Thus, grapevine is actually informal communication and the process adopted in this communication is never same.
CHARACTERISTICS OF GRAPEVINE COMMUNICATION
(1) Grapevine communication has no stable outline.
(2) Grapevine communication may be near to truth or not as it involves gossips too.
(3) Grapevine communication essentially consists of some or the other adulteration.
(4) Grapevine communication is one of the oldest methods carrying great importance in the present perspective.
(5) Grapevine communication includes information that may be general,Secret, valuable or worthless.
(6) Grapevine communication may be perpendicular, Horizontal, cross way (rectangular) in all directions.
FACTORS LEADING TO GRAPEVINE
The grapevine becomes active when the following factors are present
(a) Feeling of uncertainty or lack of sense of direction when the organisation is passing through a difficult period.
(b) Feeling of inadequacy or lack of self confidence on the part of the employee, leading to the formation of groups.
(c) Formation of favoured group by the manager, giving other employees a feeling of insecurity or isolation. People operating in such circumstances will be filled with all sorts of ideas and will share them with like minded companions, at whatever level they may be. Mostly they find them at their own level, but other levels are not barred. This type of communication is being seriously studied by psychologists and management experts.
GRAPEVINE CHAINS
Experts in this field have identified four types of grapevine chains:
(1) Single Stand Chain: In this type of chain. "A" tells something to "B" who tells it to "C" and so on. This type of chain is the least accurate in passing on the information or message.
(2) Gossip Chain: In it a person seeks out and tells everyone the information he has obtained. This chain is found when the information or a message regarding a "not-on-job" nature is being conveyed.
3) Cluster Chain: In this type of chain, "A" tells something to a few selected individuals and then some of these individuals inform a few other selected individuals.
It is a dominant grapevine pattern is an organisation. Generally only a few individuals, called "liaison individuals" pass on the information they have obtained and then they are likely to share it with the people they trust. Most informal communication flows through this chain.
(4) Probability Chain: In it individuals are indifferent to the persons to whom they are passing some information. This chain is found when the information is somewhat interesting but not really significant
.MERITS OF GRAPEVINE PHENOMENON
(1) Speedy Transmission: The greatest merit of this phenomenon is that it transmits informations very speedily. A rumour spreads like wild fire. The very moment a worker comes to know that something is 'top secret' or 'confidential' he tries to look into it or have some idea of it and pass it on to others. Thus it spreads within minutes. Managers have been known to distribute information through planned 'leaks' or carefully used just between you and me' remarks.
(2) Feedback Value: It is primarily through the grapevine that the managers or top bosses of an organisation get the feedback regarding their policies, decisions, memos etc. The feedback reaches them much faster through informal channel than through the formal channel.
(3) Support to other channels: The grapevine or informal channe functions as a supplementary or parallel channel of communication The formal channels not only take more time but also impose certain constraints on the process of communication. So, whatever is deemed to be unsuitable for the formal channels can be successfully transmitted through the grapevine
(4) Psychological Satisfaction: The grapevine gives immens psychological satisfaction to the workers and strengthens the solidarity. It draws them nearer to each other, and thus keeps the organisation intact as a social entity.
DEMERITS OF GRAPEVINE PHENOMENON
(1) The information spread through the grapevine is less credible than the one given by formal channel. Since the grapevine spreads the information through the word of mouth it cannot always be taken seriously.
(2) The grapevine does not always carry the complete information. Thus one may not get the complete picture on its basis.
(3) The grapevine often distorts the picture or often misinforms. As its origin lies in the rumour mill it may spread any kind of stories about responsible people. In this way it may spoil the image of the organisation.
EFFECTIVE USE OF THE GRAPEVINE
Though grapevine phenomenon has demerits, we have to learn to live with it. We cannot wish it away. On the other hand, a skilful manager can make effective use of it. Some hints for it are:
(1) A tactful Manager will keep the employees well informed they may not spread rumours. so that
(2) The management can and should, organise fruitful group activities so as to enhance the self worth of the employees and update their knowledge. This will go a long way to stop them from indulging in small talk.
(3) The manager should, as far as possible, have an open-door policy without giving the impression of cheap popularity.
(4) The manager should tactfully identify the leaders and win the confidence. This will help him in feeling the pulse of their followers
(5) As far as possible, the employees, through their leaders, should be made partners in the decision making process.
(6) The manager should create a healthy environment where there is room for personal talk. Regular timings may be alloted for this purpose.
(7) The manager should try to get feedback on his style of functioning and work for continuous improvement.
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