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Introduction
Grapevine is an informal channel of business communication. It is called so because it stretches
throughout the organization in all directions irrespective of the authority levels. Man as we know is a
social animal. Despite existence of formal channels in an organization, the informal channels tend to
develop when he interacts with other people in organization. It exists more at lower levels of organization.
The reason Grapevine communication is called grapevine is because of its similarity to a grape vine. If
you know grape vines then youd know one interesting thing about them, which is the fact that it is
extremely difficult to find its origin. Same can be said about grapevine communication because it is all
based on rumors. The origin of the information might never be known.
The term grapevine communication is often used interchangeably with the term informal communication.
The term originated in the 1860s during the American Civil War. It was used as a term that described the
telegraph lines that were strung through the trees in a manner that resembled grapevines. It also came to
mean informal communication that was not very effective because the telegraph system was not a reliable
source of communication at the time. Almost a century later, it was discovered that the path of grapevine
communication does resemble a cluster of grapes.

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2. Grapevine

in Internal Business Communications

According to Prakashv (2009), the grapevine is a type of internal informal communication network
which is not actually sanctioned by the organization. It links employees from in direction ranging from
higher authorities to least workers. It always exist in an organization and it becomes most when all the
formal channels are closed. The discussions can be anything about the organization or personal. Mostly
grapevine communication develops rumors about the firm and to less extend about personal. It is
estimated that more than half percentage of communication in an organization is carried through this.
Most of the messages passed through the grapevine are accurate. In a survey of 22,000 shift workers in
varied industries of the United States of America, 55% said that they got most of their information via the
grapevine. Smart managers understand the companys grapevine. They recognize whos connected to
whom and which employees are key players in the informal spread of communication. Information
transmitted through the grapevine tends to undocumented and thereby susceptible to variation and
interpretation. Organizational grapevine probably should not be taken too seriously. It involves not only
the current employees, but also the former employees and total strangers. An overabundance of grapevine
rumors undoubtedly can be as a sign of organizational dysfunction, reflecting the loss of confidence in
companys hierarchy, excessive secrecy and fear, and political problems in the company. In all cases, but
particularly in time of crisis, executives need to manage communication effectively so that the grapevine
is not the only source of communication.

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3. Structure (Types) of a Grapevine
There are four major structural flows of a grapevine communication. These are:

3.1. The Single Strand Chain-in this structure, it flows like a chain, i.e., Atells something to =B
who tells it to =C and so on.

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3.2. The Gossip Chain-in this chain one person tells everybody else. This chain passes a message
Regarding a =not-on-jobnature. The gossip chain communication is the informal Communication
network within an organization which is used to spread information bypassing the formal communication
structure. Just like the grapevine plant, it spreads in random ways and it goes where it can. The
grapevine is formed by individuals and groups in an organization. The People in the groups have
something in common that links them together. A person can belong to one or more groups.

3.3. The Probability Chain-in probability chain information may move from anybody to anybody. This
chain is found when the information is somewhat interesting but not really significant.

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1.4.The Cluster Chain-in cluster chain information move through selected groups. =A tells
something to a few selected individuals and then some of these individuals inform a few other
selected individuals. Cluster chain is the dominant grapevine pattern in an organization. Most
informal communication flows through this chain.

4. Types of Grapevine Rumors (The Transmission Forms of Rumors)

Harrison (2013) underscores that rumors can be transmitted in four forms: first, the Pipe Dreams or Wish
Fulfillment, which targets on identifying the wishes and hopes of employees and strive for it; second, the
Bogie Rumor- it is exaggerating employees' fears and concerns in an organization; third, Wedge Driversthis is an aggressive, unfriendly and damaging rumor which targets on split groups and dissolve
allegiances; finally, the Home -Stretchers, which works on anticipating the final decisions of the managers
and/or announcements with the aim of filling the gap during times of ambiguity. Besides, the types of
rumors that are spread through grapevine communication can be classified into two groups,
spontaneous and premeditated (Kumar, 2013). Spontaneous rumors are spread when people are
stressed or in an untrustworthy environment. Premeditated rumors spread within highly competitive
environments. These two groups can be broken down into four classifications: wish fulfillment,
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anxiety, wedge drivers, and home stretchers. These types of rumors can also be spread through
other types of informal network structures such as the single strand chain, the cluster chain, the
probability chain, and the gossip chain.
Rumors are the primary negative feature of the grapevine. These are based on unverified information
communicated through the grapevine that lacks substantial supportive evidence (Rosnow, 1974).
The greater the stress or importance or ambiguity in a given situation, the greater the likelihood of
rumors to exist. "Rumors often start when management disastrously tries to hide things from employees"
(Lussier, 1999, p. 145). Rumors can take on a life of their own and threaten the organization
(Light & Landler,1990).The activities of an organization's countercultureranging from dissenters to
actual subversivescan be spread through the grapevine de-tailing reasons for these antimanagement positions. Lacking a proactive organizational communication process, rumors regarding
these activities can spread through the grapevine. Two infamous examples of the power of rumors
involve McDonald's and Proctor & Gamble (Leo, 1987) in North America. McDonald's fought a
persistent rumor in the 1970s in Chicago that they were mixing earthworms into their hamburger
meat (Baron, 1983). How else, the reasoning went, could they sell hamburgers for so little? The
rumor eventually extinguished itself. From 1981 to 1991 Proctor & Gamble (P & G) fought the rumor
that its corporate logowhich had a man in the moon against a field of13 stars, intended to stand
for the original 13 colonieswas related to Satanism or some other anti- Christ symbol. At one
point, P & G had to add employees to handle the 15,000 logo-related calls per month they were
receiving on a nationwide toll-free consumers' line ("Company Still," 1988). P & G finally
redesigned its symbol and eliminated the curly hairs in the man's beard that seemed to look like the
number 6 ("P & G Logo," 1991). The number 666 is linked with the anti-Christ in the Book of
Revelations in the Bible. Rumors are powerful forms of grapevine communication because they
offer explanations for events or offer hope for certain outcomes. Rumors also can reflect genuine
fears held by organizational members. To minimize rumors, managers are counseled to keep
employees informed, pay heed to the rumors, act promptly, and enlighten employees (Vickery,1984).

5. Importance of Grapevine Communication

The grapevine reflects the quality of the activities within the corporation, fills an information void,
and provides meaning to organizational activities. First, the grapevine serves as a barometer providing
vital feedback to management regarding the organization and its employees. Although some managers
try to stomp out the grapevine, most theorists feel the grapevine indicates the deep psychological need
people have to talk about their company and their jobs .An active grapevine is indicative of the
company's health and spirit and executives can learn a great deal by listening to it. Stories, whether
passed through the grapevine or told in other settings, "say a lot about how employees believe the
organization 'really' works" .Second, the grapevine functions as an important message source. Davis
(1953) indicated that the grapevine is most active when
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(a) There is great upheaval or change within the organization,
(b) the information is new,
(c) Face-to-face communication is relatively easy, and
(d) Workers cluster along the vine.
Finally, the grapevine provides sense-making information to members of the organization. As messages
travel through the grapevine, management's messages get translated into terminology that makes
sense to workers. The grapevine helps interpret management for the employee, which makes it a vital
aspect of organizational communication which makes an important observation. So, the grapevine is
an important source of messages and information for employees and for management. The others
Formal communication can never be as speedy and spontaneous as the grapevine. The employees
communicate through grapevine, not because they are compelled to communicate but because they
earnestly want to communicate with their associates. The grapevine is non-expensive method and
most-rapid oral method of transmitting the information to the maximum number of the
communication receivers. The grapevine can flow wherever the participants wish it to flow; therefore,
the manager can use the properly cultivated grapevine in dealing with the problems that require crossing
the boundaries between the departments.
Generally, there are three specific attributes of the grapevine that make it important and useful: it is
fast, accurate, and carries a great deal of information (Goldhaber, 1993). First, the grapevine is
fast. In situations involving job security or lay-offs, for example, numerous organizations have learned
just how quickly the news spreads through the grapevine (Johns, 1988). Messages spread quickly as
organizational members seek meaning. Second, the grapevine is surprisingly accurate; rather than
being a source of unfounded gossip, the grapevine has an accuracy of 75% to 90%for noncontroversial
information (Lussier, 1999). When errors do occur, they are generally in the area of incorrect
emphasis based on incomplete information. The grapevine is not always right, of course, because being
75% to90% accurate also means that the grapevine is inaccurate 10% to 25% of the time. Finally,
the grapevine contains a significant amount of information. In addition to the messages regarding the
organizations health or the employees' sentiments, the grapevine allows organizational members to vent
messages that simply do not fit into the formal channels of communication. In the same vein,
grapevines can carry socially oriented messages, which develop relationships and enhance a sense
of belonging. In addition, the formal channels of communication often require reinterpretation so
that the majority of employees can understand fully the meaning of the messages, which is
accomplished through the grapevine.
Grapevine (Informal) communication is free from maintaining rules and regulations, procedures
and others. Such communication bears low cost than formal communication. Although informal
communication does not follow any set rules or principle but it offers some advantages which are
as follows:
Flexibility: There is no formal control on grapevine; or this reason, it is more flexible
communication system than any other ways of communication.

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Popular among employees: This communication system is much popular among the employees than
other formal or informal channels.
Alternative System: There are some messages which cannot be sent through formal way and
therefore requires some alternative. Such alternative can be informal communication.
Interpretation: Message sent to subordinates requires explanation or interpretation and informal
communication is the valuable means here.
To Present Grievances: Employees can't make any complaints to superiors through formal
communication. But informal communication gives the employees a better opportunity to raise their
complaints, grievances or claim. Sometimes, in this way, as an informal communication system,
grapevine affects much.
Increase Efficiency: Employees can freely exchange their opinions in terms of informal communication.
They can ask any question without any hesitation. Thus a cordial environment is created to increase the
efficiency of employees.
Improving Relations: Any created between management and the labor can be settled through
informal communication. Co-operation and co-ordination can be established through harmonious
relationship between management and labor. Such relationship is only possible through informal
communication. And as an informal system, grapevine may give this opportunity too.
Measuring Reaction: Before releasing any new information, management wants to know the
reaction of employees. In such a case, informal communication can be valuable in measuring the
reaction of employees before any information is conveyed through formal channels.
Transmission: Information flows quickly through informal channels, Management may take advantage to
send or receive the message of urgent nature through such network.
Provide Emotional Relief: For different reasons, some employees may become emotional which
can't be removed through formal communication. But informal communication acts as a safety
measure to provide emotional relief and therefore helps in concentration to job.

Rapid communication: Grapevine communication system is faster than other formal

channels of communication.

or informal

Solution to Problems: With the help of informal communication, the management is able to know
problems, conflicts and complaints and the like. Therefore management can take necessary action
timely and effectively.

6. Disadvantages of Grapevine Communication

In grapevine communication there are some intrinsic dangers in bypassing the organizational channels
to get to the facts of the matter . The author added, the main danger is that much of the information that
gets spread through the grapevine is not verified. Some of the information is likely false and difficult, if
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not impossible, to verify. It is obvious that we discount information when the source is a known gossiper.
Kumar (2012) added that the grapevine may carry some degree of error in it; the baseless, imaginary and
non-factual messages may prove harmful to the organization; often the employees feed the grapevine with
self-serving information; they add to the facts rather than simply report. The grapevine often carries
incomplete information, which leads to misunderstanding of the receiver; the communicator does not take
the responsibility of the message; sometimes the grapevine spreads the message so swiftly that it causes
damage to the organization. Some significantly identified demerits/ disadvantages of informal (grapevine)
communication system are as follows
Distortion: Informal communication networks do not follow any set of rules, definite liners or ways. So
it can transmit any kind of information to any person without any respect or fear. It may spread wrong or
distorted news which may sometimes prove harmful even to the employees. So, it is the one of most
considerable disadvantages of informal communication.
Lack of Secrecy: In informal communication, everybody can freely interact as there are no
restrictions or rules. Any secret matter is likely to be flashed without any problem or hesitation.
This may cause a huge damage to any organization.
Incomplete Information: Information released from such communication network is usually incomplete.
So, there is each and every chance of it to be misunderstood or misinterpreted.
Non-Co-Operation: Sometimes, confusion develops among the persons involved in informal
communication. As a result, they may remain separate without any co-operation.
Lack of Resistance: As informal communication does not follow any established system, it is beyond
any control. Organization has no mechanism to resist its movement.
Huge Rumor: Most of the time, informal communication fabricates the real facts and makes some rosy
picture. This really damages the working environment of any organization.
Misunderstanding: Lack of conduct, decency, decorum and rules cause misunderstanding in informal
communication. As a result there may be conflict between employees.
Committing Mistakes: These sort of communication are subject to errors and mistakes because no
officials rules or regulation operate in this case of informal communication.
Difficult to Control : Such communication can produce division or groups and subgroups in the
organization. People involved here do not follow any rules and regulation as they depend on their
own philosophy. All these may destroy the control of the respective authority.
No record: We can't keep any documentary record or evidence of grapevine communication system
that can be shown or produced as future reference.

7. How to use Grapevine Communication Effectively

In a situation of grapevine communication, the manager should organize fruitful group activities so as
to enhance the self-worth of the employees and update their knowledge. The manager should keep an eye
on rumor-mongers. He should tactfully identify the leaders and won their confidence. As far as possible,
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the employees, through their leaders, should be made partners in the decision making process. A
tactful manager will keep the employees well informed so that they may not spread rumors.
Besides, the manager should try to get feedback on his style of functioning and work for
continuous improvement. Finally, a manager must be a good empathic listener; this way the employees
or the leaders will feel free to talk to him rather than indulge in rumor mongering . Grapevine is an
informal channel of business communication; it is called so because it stretches throughout the
organization in all directions irrespective of the authority levels. The management can use grapevine
to supplement the formal channels of communication. Though it carries some degree of error and
distortion, efforts can be made to correct it. Ignoring the grapevine is nothing but to ignore a
valuable source of communication. The management can eliminate its negative consequences and,
at the same time, it can nourish its positive benefits. The managers have to learn to manage and
control it in the following ways:
1. The management can open up all the channels of organizational communication to present the
facts positively before the employees and thereby can fight the negative messages with the
positive weapons of facts and figures.
2. Better job design and better quality of work life can easily bring the grapevine under the control of
the management. It also prevents the boredom, idleness and suspicions among the employees.
3. The negative consequences of the grapevine can be easily eliminated if the management is
successful in creating trust-relationship with the employees.
4. The rumors flourish beyond limits when the employees are not well informed by the management
regarding the policies, objectives and the work procedure of the organization. The inadequate
access to information and the feeling if insecurity is the reasons behind the negative outcomes of the
grapevines. The managers must give their employees an adequate access to information and the
feeling of security.
5. The rumors spread when the situations are unpredictable, unstructured, unplanned and are beyond the
control of a person or the persons who are involved in them. Therefore, the best way to manage
and control it is to provide accurate and substantial information of the situations to the employees.
The managers should pick up the false rumors and dispel them by providing correct information.
6. Before taking any decision or action, the managers must consider its possible effects on the
informal groups and systems in the organization.
7. The management can use the grapevine as a barometer of the public opinions in the organization or
to feel the pulse of the employees in a particular situation. This will surely help them to take right
policy decisions.
8. In the formal activities of the organization, the management should avoid threatening the informal
groups, which are responsible in spreading the grapevine effectively.
9. The management should find out the people in the informal groups who are more active on
grapevine. These people should be accurately and adequately informed so that the false rumors
causing excitement and insecurity do not spread among the employees.
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10. The management should remember that the workplace community is maintained not only by the
work itself but also by the informal human relationships. Therefore, the manager should honestly try to
integrate their interests with those of the informal groups. Spare (2011) added that the following are
very crucial in the process of handing grapevine communication:
11. Silence not always golden- Companies should not ignore the grapevine, be indifferent to it or try to
kill it. Leaders should proactively communicate and inject as much authentic information into the system
as they can. Regular interactions with employees a re the best way to understand gossip and politics, and
one must be prepared for this, he says.
12. Keep an open culture- The grapevine is always about people, and travels faster than any
other mode of communication. People at the receiving end of gossip may even take the drastic step of
quitting. An open culture with the freedom to approach the management is important to tackle the
grapevine.
13. Communicate ASAP-Employees hate it if they get know developments about their company
from the market, instead of from within. Company heads should directly communicate these to
employees, as soon as possible. A beverage industry professional cited an example of how his
CEO lost his job because of the grapevine, as he did not communicate an update in time. His
company had sold a bottling plant to another company and workers went on strike thinking they
would lose their jobs, which was not the case.
14. Keep them busy- The grapevine generally gets active starts early in the morning, in car
pools, over meetings by the coffee machine or during lunch and smoking breaks, when people have a lot
of time on hand. The best way to use the employees' time is to delegate responsibility and power. This can
be the most effective way to keep employees getting involved in gossip.
15. Eliminate uncertainty- Nervousness and uncertainty is potent fuel for the grapevine. Even if
times are rough for the company, it should be made known to the employees and they should be
involved at every step. Companies should not hesitate to ask employees ideas for cost-cutting or going
after new businesses. They often have great ideas, which are many a time not obvious to the
company management.

Conclusion
It has been shown that informal communication or grapevine communication occurs when formal
communication is not sufficient. Research and studies have concluded that informal communication
occurs either when insufficient of ambiguous information is transmitted through formal communication.
Some organizational theorists feel that some informal or grapevine communication is needed in
organizational life. The grapevine gives an opportunity to the employees to let off the suppressed air of
anxiety, worries and frustration. When they talk about their associates, they get emotional relief. The fact
that the employees talk about their associates or that they have the interest in their associates is a proof of
the high morale. Thus, the grapevine not only promotes unity, integrity and solidarity of the organization
but it also helps to raise the morale of the employees

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Probably the best thing to do is for management to make sure there are no false rumors that get around,
because this causes excitement and/or aggression among the employees involved. Communication should
not be gossipy and should probably relate to the organization itself.

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