When Gossip Crosses the Line

By Rose O. Sherman, EdD, RN, NEA-BC, FAAN

A manager recently told me that staff commented about the high level of gossip in the unit on a recent workplace assessment. She wanted some concrete rules about what constitutes gossip and when/how she should intervene as the leader. This was an excellent question because HR experts often disagree about when lines are crossed. As leaders, we understand that harmful or malicious gossip is like a virus that can take over and destroy a healthy work environment.

The Society for Human Resource Management warns employers that the courts may not be on their side if they are overly prescriptive in definitions of gossip. Employees have the right to talk about (and even complain about) their wages, hours, and working conditions. From this perspective, discussion about favoritism in assignments or whether some staff is paid more than others would not necessarily be seen as malicious gossip. SHRM also advises that there will always be some staff speculation about the boss (unless specifically designed to undermine your credibility) that the courts would probably not see as crossing a line.

What does clearly cross a line is gossip that is not work-related, highly personal, and targeted leading to a loss of psychological safety and feelings of harassment.  SHRM recommends that unit policies on gossip be included in a broader initiative addressing whatever you want to call the behavior—whether bullying or just unprofessional conduct.  Some guidance from experts includes the following:

• Deal directly with the major perpetrators – I once observed a manager who sent out an email to all her staff advising them that gossip would not be tolerated.  The problem with this approach is that you don’t get to the root of the problem – the unit perpetrators.  Objectively, leaders should be direct with staff who demonstrate negative gossip behaviors.  Tell them that this is what I see and hear – here is why I am concerned.  Ask for their reaction to what you are saying.  They may become defensive and tell you that everyone does it.  Acknowledge that it has become a widespread problem, and that is why you are having this conversation. Then let them know that you need them to stop doing this because it creates a hostile work environment that could even result in patient safety issues when you do.  Seek a commitment that they will not do this at work, reassuring them that they are very valued employees. Many nurses who engage in these behaviors have low self-esteem and use negative gossip to gain attention or create me versus them culture, so offer positive reinforcement when you see change.
• Bring up the gossip topic at a staff meeting – Put the subject of negative gossip on your meeting agenda. Remind staff that negative gossip is counterintuitive to everyone’s success. Differentiate it from positive gossip by asking your team to give examples of both kinds of gossip that they have observed.  Ask how it has made them feel.  Let them know that you believe negative gossip has gotten out of control on the unit and you intend to promote a different type of culture on the team. Some managers have set up a Gossip Fine for Charity program to enable staff to call out behaviors that will result in fines.
• Replace negative gossip with positive gossip – You will never entirely get rid of gossip, so why not replace the negative with the positive.  Let people know that they can and should gossip – about the good things.  Positive gossip is uplifting.
• Don’t gossip yourself  – Staff will look to you to model the way. This means that you don’t gossip to others, nor do you participate in negative gossip sessions. If you have an inclination t gossip – work hard to stop doing it.  Sharing negative information about staff to other staff can have a devastating impact on morale.  Keeping the lines of communication open with staff can help alleviate negative gossip used to fill the void when there is a lack of information. When you see negative gossip – stop it on the spot by telling the staff member that what they just said is inappropriate or that the other individual needs to be present.