1280px-Flag of Brazil.svg     Bandeira-dos-Estados-Unidos-2000px  

Você S/A

Gossip is inevitable, but frank dialogue is preferred
Mauricio Goldstein
November 2010
Gossip at work can have a positive impact on professional performance. A study conducted by the University of Kentucky, shows that gossiping in front of the coffee machine helps the professional to get a better reading of the organizational environment. The research results oppose the conventional (socially acceptable) approach that such behavior is harmful to the victim, the one who does it and to the company. The study, conducted by Professor Giuseppe Labianca and by two doctorate students, examined the relationship between 30 employees from the department of an american company. The main conclusion was: one who gossips understands the environment better and is more influential to his/her colleagues.
Yes, admits the Professor in an interview by the publication Harvard Business Review, gossip can be harmful to the environment. But this is only one type of gossip, the bad one, corresponds to 7% of the corporate gossip. A mixture of positive and negative running conversations represents 72% of gossip and 21% of the little rumors that are clearly beneficial to the employee. At the end of the day, gossip is only the exchange of information between two people about someone else, says Giuseppe Labianca, going on the entire time, inevitably. The problem is not the gossip itself, he says, but the environment where the gossip is developing: if there will be a culture of merit and high performance, there is no risk. The bad gossip spreads when, suggests the study, there is disloyalty or an imbalance amongst the relationships. According to consultant, Mauricio Goldstein, who wrote about gossip in the book Games At Work (Ed. Campus/Elsevier), makes an analysis about the american research: at the end of the day, could gossiping be good for your career?
Read the full article in English here .

Buy Online Now!


barnes noble


bamm com gaw 

Games of the Month

Token Involvement

To play Token Involvement, a manager conducts opinion surveys, focus group, or involvement meetings to communicate that "your opinion matters", but these activities are done only to make people feel involved rather than actually to involve them. The real intention is just to get rid of the complaints and for managers to show their management that they´re doing the "right" thing-involving their people in the decision-making process. The same game is played when leaders involve their direct reports supercially, soliciting their views on department strategy but relying exclusively on their views on department strategy but relying exclusively on thei own view. Cynicism becomes employees´ultimate response to this game, and they lose respect for management. Perhaps evens worse, when management really needs employees to be committed and contribuing to a major project, they have great difficulty securing this involvement.


Praise for Games at Work

jacopoA terrific read not only for senior leaders and executives but also for employees seeking growth in complex organizations. Goldstein and Read dissect the interpersonal dynamics that affect a company’s performance, provide a framework to understand the games that are commonly played in businesses around the world, and offer practical tools to correct these behaviors and improve the organization’s effectiveness.

Jacopo Bracco Executive Vice President DIRECTV Latin America

Go to top

All rights reserved © Games at Work    -   Developed by Infoture