{"id":1181,"date":"2025-05-07T16:33:09","date_gmt":"2025-05-07T16:33:09","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/?post_type=chapter&#038;p=1181"},"modified":"2025-07-16T21:57:22","modified_gmt":"2025-07-16T21:57:22","slug":"informal-communication-networks","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/chapter\/informal-communication-networks\/","title":{"raw":"Informal Communication Networks","rendered":"Informal Communication Networks"},"content":{"raw":"<div class=\"textbox textbox--learning-objectives\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Learning Objectives<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nBy the end of this section, you should be able to:\r\n<ul>\r\n \t<li>Understand the eight reasons for the existence of grapevines in organizations.<\/li>\r\n \t<li>Explain the four informal communication networks.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<p class=\"\" data-start=\"141\" data-end=\"536\">Not all organizational communication is scheduled, formal, or filtered through official channels. Some of the most essential information travels through informal networks, hallway chats, text threads, Slack messages, or whispered updates over lunch. Leadership may not sanction these grapevines, but they can shape morale, decision-making, and even an organization\u2019s culture. In this section, you\u2019ll explore why grapevines exist and how they function. You\u2019ll also learn to recognize informal communication networks and how they influence how information (and misinformation) flows through a workplace.<\/p>\r\n\r\n<h2>Informal Communication: The Real Talk at Work<\/h2>\r\n<p class=\"\" data-start=\"314\" data-end=\"664\">So far, we\u2019ve discussed the three formal communication networks in organizations: downward, upward, and horizontal. These are the official channels that most companies rely on to keep things running smoothly. But there\u2019s another type of communication network that plays an equally significant role in how work gets done: informal communication networks. Informal communication is the stuff that doesn\u2019t follow the chain of command. Side conversations, group texts, hallway updates, and Slack messages occur outside the formal structure. You might\u2019ve heard it called \u201cthe grapevine\u201d or \u201cwater cooler talk.\u201d While it might sound like gossip, it\u2019s often much more than that.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"1013\" data-end=\"1049\">Where Did \u201cGrapevine\u201d Come From?<\/h3>\r\n<p class=\"\" data-start=\"1051\" data-end=\"1386\">The term goes back to the Civil War. Telegraph wires used by the Army were strung through trees and looked like tangled grapevines. Messages sent over them were often scrambled or confusing, so\u00a0<span style=\"margin: 0px; padding: 0px;\">the phrase\u00a0\u201cfrom the grapevine\u201d eventually\u00a0<\/span>became slang for a confusing or unverified message (Mishra, 1990). Today, when people say they heard something \u201cthrough the grapevine,\u201d they usually mean it came through informal channels, not through a formal memo or official announcement.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"1567\" data-end=\"1598\">Informal Talk Is Everywhere<\/h3>\r\n<p class=\"\" data-start=\"1600\" data-end=\"1889\">According to some estimates, <em>up to 70% of workplace communication happens informally<\/em> (DeMare, 1989). Think about that for a second: most of what\u2019s said in the workplace never becomes a meeting agenda or HR memo. It\u2019s shared in passing, in DMs, during smoke breaks, or over lunch. That doesn\u2019t mean it\u2019s all gossip or small talk. Informal networks can disseminate critical updates, warn about problems, or help people navigate changes more quickly than official channels ever could.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"2088\" data-end=\"2136\">Most Managers Don\u2019t Even Know It\u2019s Happening<\/h3>\r\n<p class=\"\" data-start=\"2138\" data-end=\"2323\">Research by Crampton, Hodge, and Mishra (1998) found that many leaders aren\u2019t fully aware of the extent of grapevine communication\u2014or its potential power. In their study:<\/p>\r\n\r\n<ul data-start=\"2324\" data-end=\"2494\">\r\n \t<li class=\"\" data-start=\"2324\" data-end=\"2401\">\r\n<p class=\"\" data-start=\"2326\" data-end=\"2401\">Only <em>70% of top-level managers were aware that<\/em>\u00a0their organization had a grapevine.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"2402\" data-end=\"2448\">\r\n<p class=\"\" data-start=\"2404\" data-end=\"2448\"><em style=\"font-size: 1em;\">Eighty-one percent of mid-level managers<\/em><span style=\"font-size: 1em;\"> were aware of<\/span>\u00a0it.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"2449\" data-end=\"2494\">\r\n<p class=\"\" data-start=\"2451\" data-end=\"2494\"><em>92% of lower-level managers <\/em>were aware.<\/p>\r\n<\/li>\r\n<\/ul>\r\n<p class=\"\" data-start=\"2496\" data-end=\"2783\">Interestingly, informal communication doesn\u2019t just happen among frontline employees\u2014it\u2019s just as common among management. In fact, \u201cbosses who chose not to pay attention to the grapevine have 50% less credible information than those who do\u201d (Mishra, 1990, p. 215). That\u2019s a big deal. Informal channels can help leaders stay informed about what\u2019s happening in their organization, from morale issues to early signs of conflict.<\/p>\r\n<p class=\"\" data-start=\"2938\" data-end=\"3089\">There are eight reasons why grapevine communication exists in organizations:<\/p>\r\n\r\n<div class=\"textbox shaded\">\r\n<ol>\r\n \t<li>Grapevines are faster than formal communication networks and can easily bypass individuals without restraint.<\/li>\r\n \t<li>Grapevines can quickly convey useful information throughout an organization.<\/li>\r\n \t<li>Grapevines can supplement information being disseminated through formal communication networks.<\/li>\r\n \t<li>Grapevines provide outlets for individuals\u2019 imaginations and apprehensions.<\/li>\r\n \t<li>Grapevines satisfy individuals\u2019 need to know what is happening within an organization.<\/li>\r\n \t<li>Grapevines help people feel a sense of belonging within the organization.<\/li>\r\n \t<li>Grapevines serve as early warning systems for organizational crises, and to think through what they will do if they occur.<\/li>\r\n \t<li>Grapevines help to build teamwork, motivate people, and create corporate identity. (Mishra, 1990, p. 215).<\/li>\r\n<\/ol>\r\n<\/div>\r\nWhile grapevines benefit organizations and their members, there are apparent problems with informal communication networks. The primary issue arises from the unreliability of information transmitted through informal communication networks. It is worth noting that research has found that information transmitted through informal communication networks tends to be 75 to 95 percent accurate (Davis, 1969).\u00a0 Unfortunately, 5 to 25 percent of the time, the informal communication network contains false information, which is highly problematic for organizations. Now that we\u2019ve examined the nature of informal communication networks and the reasons behind them, we need to shift our focus to the types of informal communication networks.\r\n<h2>Types of Informal Communication Networks<\/h2>\r\n<p class=\"\" data-start=\"251\" data-end=\"542\">Informal communication isn\u2019t just casual small talk; it follows patterns. Keith Davis (1969) identified four basic types of informal communication networks: single strand, gossip, probability, and cluster. Let\u2019s walk through each one and what it might look like in real life.<\/p>\r\n\r\n<h3 data-start=\"549\" data-end=\"575\">Single-Strand Network<\/h3>\r\n<p class=\"\" data-start=\"577\" data-end=\"1097\">Think of this one as a telephone game. In a <strong data-start=\"626\" data-end=\"651\">[pb_glossary id=\"2087\"]single-strand network[\/pb_glossary]<\/strong>, information travels straight from one person to the next, like a relay race. One employee tells another, who tells another, and so on. This method is simple and orderly, but also really vulnerable to distortion. As more people pass along the message, details can change, get left out, or become misunderstood (Redding, 1972). This method is often called <strong data-start=\"1027\" data-end=\"1054\">[pb_glossary id=\"2088\"]serialized transmission[\/pb_glossary], <\/strong>where one message moves\u00a0through multiple hands.<\/p>\r\n\r\n<h3 data-start=\"1104\" data-end=\"1123\">Gossip Network<\/h3>\r\n<p class=\"\" data-start=\"1125\" data-end=\"1570\">In a <strong data-start=\"1130\" data-end=\"1148\">[pb_glossary id=\"2083\"]gossip network[\/pb_glossary]<\/strong>, one person spreads information directly to many people. Picture someone returning from a meeting and immediately sending a group text to their coworkers: \u201cGuess what I just heard!\u201d This network doesn\u2019t mean the information is bad; it just means it spreads widely, fast, and from a single source. It\u2019s common in organizations where people rely on a few \u201cinformal influencers\u201d to hear the news first and share it.<\/p>\r\n\r\n<h3 data-start=\"1577\" data-end=\"1601\">Probability Network<\/h3>\r\n<p class=\"\" data-start=\"1603\" data-end=\"2066\">This one\u2019s a bit more random. In a <strong data-start=\"1638\" data-end=\"1661\">[pb_glossary id=\"2085\"]probability network[\/pb_glossary]<\/strong>, one person tells a few people at random. Then those people tell a few more, also at random. There\u2019s no rhyme or reason to who hears the message next. Imagine you receive an email forwarded that says, \u201cPass this along!\u201d and people start forwarding it to whoever is in their inbox that day. Like spam or a viral meme, the message spreads unpredictably, and the original sender has no control over where it ends up.<\/p>\r\n\r\n<h3 data-start=\"2073\" data-end=\"2093\">Cluster Network<\/h3>\r\n<p class=\"\" data-start=\"2095\" data-end=\"2574\">The <strong data-start=\"2099\" data-end=\"2118\">[pb_glossary id=\"2086\"]cluster network[\/pb_glossary]<\/strong> is the most structured of the bunch. It\u2019s like a more organized version of the probability network. The first person carefully chooses who they\u2019re going to tell. Then those people tell a few other specific people, and so on. This is how <em>telephone trees<\/em> work: one person calls two people, those two call three more, and the message ripples out quickly and efficiently. It\u2019s excellent for urgent updates, like snow day alerts or emergency announcements.<\/p>\r\n\r\n<h2 data-start=\"2581\" data-end=\"2610\">Why These Networks Matter<\/h2>\r\n<p class=\"\" data-start=\"2612\" data-end=\"2868\">These types of informal communication might seem random or unimportant, but they\u2019re a powerful part of how organizations function. Understanding how information flows within your workplace can help you stay informed, build trust, and prevent misunderstandings.<\/p>\r\n<p class=\"\" data-start=\"2870\" data-end=\"3187\">Here\u2019s the big takeaway: Building a strong and diverse social network, formal <em data-start=\"2951\" data-end=\"2956\">and<\/em> informal, is a key communication skill in every career. Understanding how people share information allows you to navigate your workplace more effectively, solve problems faster, and make stronger professional connections.<\/p>\r\n\r\n<div class=\"textbox textbox--key-takeaways\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Key Takeaways<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n<ul>\r\n \t<li>Mishra (1990) noted eight reasons why grapevine communication exists in organizations: (1) grapevines are faster and can bypass people, (2) grapevines care useful information quickly, (3) grapevines supplement formal communication networks, (4) grapevines provide outlets for individual\u2019s imaginations and apprehensions, (5) grapevines help people know what is actuallyoccurring, (6) grapevines make people feel like they belong, (7) grapevines are early warning signs for looming crises, and (8) grapevines help to build teamwork, motivate people, and create corporate identity.<\/li>\r\n \t<li>Davis (1969) proposed four basic types of informal communication networks: single strand (one person tells one other person), gossip (one person tells many people directly), probability (one person tells a few people, who turn around and tell more people), and cluster (similar to a telephone tree\u2014one person tells her or his designated network, who then tell their designated networks).<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">References<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nCrampton, S. M., Hodge, J. W., &amp; Mishra, J. M. (1998). The informal communication network: Factors influencing grapevine activity.\u00a0<em>Public Personnel Management, 27<\/em>, 569\u2013584.\r\n\r\nDavis, K. (1969). Grapevine communication among lower and middle managers.\u00a0<em>Personnel Journal, 48<\/em>, 269\u2013272.\r\n\r\nDeMare, G. (1989). Communicating: The key to establishing good working relationships.\u00a0<em>Price Waterhouse Review, 33<\/em>, 30\u201337.\r\n\r\nMishra, J. (1990). Managing the grapevine.\u00a0<em>Public Personnel Management, 19<\/em>, 213\u2013228, pg. 214.\r\n\r\nRogers, E. M., &amp; Kincaid, L. (1981).\u00a0<em>Communication networks: Toward new paradigm for research<\/em>. New York: Free Press.\r\n\r\nSusskind, A. M., Schwartz, D. F., Richards, W. D., &amp; Johnson, J. D. (2005). Evolution and diffusion of the Michigan State University tradition of organizational communication network research.\u00a0<em>Communication Studies, 56<\/em>, 397\u2013418.\r\n\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--exercises\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Attribution<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\n<a href=\"https:\/\/open.library.okstate.edu\/orgcomm\" rel=\"cc:attributionURL\">Organizational Communication<\/a>\u00a0Copyright \u00a9 by\u00a0Dr. Sarah Hollingsworth\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.\r\n\r\n<\/div>\r\n<\/div>","rendered":"<div class=\"textbox textbox--learning-objectives\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Learning Objectives<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>By the end of this section, you should be able to:<\/p>\n<ul>\n<li>Understand the eight reasons for the existence of grapevines in organizations.<\/li>\n<li>Explain the four informal communication networks.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p class=\"\" data-start=\"141\" data-end=\"536\">Not all organizational communication is scheduled, formal, or filtered through official channels. Some of the most essential information travels through informal networks, hallway chats, text threads, Slack messages, or whispered updates over lunch. Leadership may not sanction these grapevines, but they can shape morale, decision-making, and even an organization\u2019s culture. In this section, you\u2019ll explore why grapevines exist and how they function. You\u2019ll also learn to recognize informal communication networks and how they influence how information (and misinformation) flows through a workplace.<\/p>\n<h2>Informal Communication: The Real Talk at Work<\/h2>\n<p class=\"\" data-start=\"314\" data-end=\"664\">So far, we\u2019ve discussed the three formal communication networks in organizations: downward, upward, and horizontal. These are the official channels that most companies rely on to keep things running smoothly. But there\u2019s another type of communication network that plays an equally significant role in how work gets done: informal communication networks. Informal communication is the stuff that doesn\u2019t follow the chain of command. Side conversations, group texts, hallway updates, and Slack messages occur outside the formal structure. You might\u2019ve heard it called \u201cthe grapevine\u201d or \u201cwater cooler talk.\u201d While it might sound like gossip, it\u2019s often much more than that.<\/p>\n<h3 class=\"\" data-start=\"1013\" data-end=\"1049\">Where Did \u201cGrapevine\u201d Come From?<\/h3>\n<p class=\"\" data-start=\"1051\" data-end=\"1386\">The term goes back to the Civil War. Telegraph wires used by the Army were strung through trees and looked like tangled grapevines. Messages sent over them were often scrambled or confusing, so\u00a0<span style=\"margin: 0px; padding: 0px;\">the phrase\u00a0\u201cfrom the grapevine\u201d eventually\u00a0<\/span>became slang for a confusing or unverified message (Mishra, 1990). Today, when people say they heard something \u201cthrough the grapevine,\u201d they usually mean it came through informal channels, not through a formal memo or official announcement.<\/p>\n<h3 class=\"\" data-start=\"1567\" data-end=\"1598\">Informal Talk Is Everywhere<\/h3>\n<p class=\"\" data-start=\"1600\" data-end=\"1889\">According to some estimates, <em>up to 70% of workplace communication happens informally<\/em> (DeMare, 1989). Think about that for a second: most of what\u2019s said in the workplace never becomes a meeting agenda or HR memo. It\u2019s shared in passing, in DMs, during smoke breaks, or over lunch. That doesn\u2019t mean it\u2019s all gossip or small talk. Informal networks can disseminate critical updates, warn about problems, or help people navigate changes more quickly than official channels ever could.<\/p>\n<h3 class=\"\" data-start=\"2088\" data-end=\"2136\">Most Managers Don\u2019t Even Know It\u2019s Happening<\/h3>\n<p class=\"\" data-start=\"2138\" data-end=\"2323\">Research by Crampton, Hodge, and Mishra (1998) found that many leaders aren\u2019t fully aware of the extent of grapevine communication\u2014or its potential power. In their study:<\/p>\n<ul data-start=\"2324\" data-end=\"2494\">\n<li class=\"\" data-start=\"2324\" data-end=\"2401\">\n<p class=\"\" data-start=\"2326\" data-end=\"2401\">Only <em>70% of top-level managers were aware that<\/em>\u00a0their organization had a grapevine.<\/p>\n<\/li>\n<li class=\"\" data-start=\"2402\" data-end=\"2448\">\n<p class=\"\" data-start=\"2404\" data-end=\"2448\"><em style=\"font-size: 1em;\">Eighty-one percent of mid-level managers<\/em><span style=\"font-size: 1em;\"> were aware of<\/span>\u00a0it.<\/p>\n<\/li>\n<li class=\"\" data-start=\"2449\" data-end=\"2494\">\n<p class=\"\" data-start=\"2451\" data-end=\"2494\"><em>92% of lower-level managers <\/em>were aware.<\/p>\n<\/li>\n<\/ul>\n<p class=\"\" data-start=\"2496\" data-end=\"2783\">Interestingly, informal communication doesn\u2019t just happen among frontline employees\u2014it\u2019s just as common among management. In fact, \u201cbosses who chose not to pay attention to the grapevine have 50% less credible information than those who do\u201d (Mishra, 1990, p. 215). That\u2019s a big deal. Informal channels can help leaders stay informed about what\u2019s happening in their organization, from morale issues to early signs of conflict.<\/p>\n<p class=\"\" data-start=\"2938\" data-end=\"3089\">There are eight reasons why grapevine communication exists in organizations:<\/p>\n<div class=\"textbox shaded\">\n<ol>\n<li>Grapevines are faster than formal communication networks and can easily bypass individuals without restraint.<\/li>\n<li>Grapevines can quickly convey useful information throughout an organization.<\/li>\n<li>Grapevines can supplement information being disseminated through formal communication networks.<\/li>\n<li>Grapevines provide outlets for individuals\u2019 imaginations and apprehensions.<\/li>\n<li>Grapevines satisfy individuals\u2019 need to know what is happening within an organization.<\/li>\n<li>Grapevines help people feel a sense of belonging within the organization.<\/li>\n<li>Grapevines serve as early warning systems for organizational crises, and to think through what they will do if they occur.<\/li>\n<li>Grapevines help to build teamwork, motivate people, and create corporate identity. (Mishra, 1990, p. 215).<\/li>\n<\/ol>\n<\/div>\n<p>While grapevines benefit organizations and their members, there are apparent problems with informal communication networks. The primary issue arises from the unreliability of information transmitted through informal communication networks. It is worth noting that research has found that information transmitted through informal communication networks tends to be 75 to 95 percent accurate (Davis, 1969).\u00a0 Unfortunately, 5 to 25 percent of the time, the informal communication network contains false information, which is highly problematic for organizations. Now that we\u2019ve examined the nature of informal communication networks and the reasons behind them, we need to shift our focus to the types of informal communication networks.<\/p>\n<h2>Types of Informal Communication Networks<\/h2>\n<p class=\"\" data-start=\"251\" data-end=\"542\">Informal communication isn\u2019t just casual small talk; it follows patterns. Keith Davis (1969) identified four basic types of informal communication networks: single strand, gossip, probability, and cluster. Let\u2019s walk through each one and what it might look like in real life.<\/p>\n<h3 data-start=\"549\" data-end=\"575\">Single-Strand Network<\/h3>\n<p class=\"\" data-start=\"577\" data-end=\"1097\">Think of this one as a telephone game. In a <strong data-start=\"626\" data-end=\"651\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1181_2087\">single-strand network<\/a><\/strong>, information travels straight from one person to the next, like a relay race. One employee tells another, who tells another, and so on. This method is simple and orderly, but also really vulnerable to distortion. As more people pass along the message, details can change, get left out, or become misunderstood (Redding, 1972). This method is often called <strong data-start=\"1027\" data-end=\"1054\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1181_2088\">serialized transmission<\/a>, <\/strong>where one message moves\u00a0through multiple hands.<\/p>\n<h3 data-start=\"1104\" data-end=\"1123\">Gossip Network<\/h3>\n<p class=\"\" data-start=\"1125\" data-end=\"1570\">In a <strong data-start=\"1130\" data-end=\"1148\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1181_2083\">gossip network<\/a><\/strong>, one person spreads information directly to many people. Picture someone returning from a meeting and immediately sending a group text to their coworkers: \u201cGuess what I just heard!\u201d This network doesn\u2019t mean the information is bad; it just means it spreads widely, fast, and from a single source. It\u2019s common in organizations where people rely on a few \u201cinformal influencers\u201d to hear the news first and share it.<\/p>\n<h3 data-start=\"1577\" data-end=\"1601\">Probability Network<\/h3>\n<p class=\"\" data-start=\"1603\" data-end=\"2066\">This one\u2019s a bit more random. In a <strong data-start=\"1638\" data-end=\"1661\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1181_2085\">probability network<\/a><\/strong>, one person tells a few people at random. Then those people tell a few more, also at random. There\u2019s no rhyme or reason to who hears the message next. Imagine you receive an email forwarded that says, \u201cPass this along!\u201d and people start forwarding it to whoever is in their inbox that day. Like spam or a viral meme, the message spreads unpredictably, and the original sender has no control over where it ends up.<\/p>\n<h3 data-start=\"2073\" data-end=\"2093\">Cluster Network<\/h3>\n<p class=\"\" data-start=\"2095\" data-end=\"2574\">The <strong data-start=\"2099\" data-end=\"2118\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1181_2086\">cluster network<\/a><\/strong> is the most structured of the bunch. It\u2019s like a more organized version of the probability network. The first person carefully chooses who they\u2019re going to tell. Then those people tell a few other specific people, and so on. This is how <em>telephone trees<\/em> work: one person calls two people, those two call three more, and the message ripples out quickly and efficiently. It\u2019s excellent for urgent updates, like snow day alerts or emergency announcements.<\/p>\n<h2 data-start=\"2581\" data-end=\"2610\">Why These Networks Matter<\/h2>\n<p class=\"\" data-start=\"2612\" data-end=\"2868\">These types of informal communication might seem random or unimportant, but they\u2019re a powerful part of how organizations function. Understanding how information flows within your workplace can help you stay informed, build trust, and prevent misunderstandings.<\/p>\n<p class=\"\" data-start=\"2870\" data-end=\"3187\">Here\u2019s the big takeaway: Building a strong and diverse social network, formal <em data-start=\"2951\" data-end=\"2956\">and<\/em> informal, is a key communication skill in every career. Understanding how people share information allows you to navigate your workplace more effectively, solve problems faster, and make stronger professional connections.<\/p>\n<div class=\"textbox textbox--key-takeaways\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Key Takeaways<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<ul>\n<li>Mishra (1990) noted eight reasons why grapevine communication exists in organizations: (1) grapevines are faster and can bypass people, (2) grapevines care useful information quickly, (3) grapevines supplement formal communication networks, (4) grapevines provide outlets for individual\u2019s imaginations and apprehensions, (5) grapevines help people know what is actuallyoccurring, (6) grapevines make people feel like they belong, (7) grapevines are early warning signs for looming crises, and (8) grapevines help to build teamwork, motivate people, and create corporate identity.<\/li>\n<li>Davis (1969) proposed four basic types of informal communication networks: single strand (one person tells one other person), gossip (one person tells many people directly), probability (one person tells a few people, who turn around and tell more people), and cluster (similar to a telephone tree\u2014one person tells her or his designated network, who then tell their designated networks).<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">References<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>Crampton, S. M., Hodge, J. W., &amp; Mishra, J. M. (1998). The informal communication network: Factors influencing grapevine activity.\u00a0<em>Public Personnel Management, 27<\/em>, 569\u2013584.<\/p>\n<p>Davis, K. (1969). Grapevine communication among lower and middle managers.\u00a0<em>Personnel Journal, 48<\/em>, 269\u2013272.<\/p>\n<p>DeMare, G. (1989). Communicating: The key to establishing good working relationships.\u00a0<em>Price Waterhouse Review, 33<\/em>, 30\u201337.<\/p>\n<p>Mishra, J. (1990). Managing the grapevine.\u00a0<em>Public Personnel Management, 19<\/em>, 213\u2013228, pg. 214.<\/p>\n<p>Rogers, E. M., &amp; Kincaid, L. (1981).\u00a0<em>Communication networks: Toward new paradigm for research<\/em>. New York: Free Press.<\/p>\n<p>Susskind, A. M., Schwartz, D. F., Richards, W. D., &amp; Johnson, J. D. (2005). Evolution and diffusion of the Michigan State University tradition of organizational communication network research.\u00a0<em>Communication Studies, 56<\/em>, 397\u2013418.<\/p>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--exercises\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Attribution<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p><a href=\"https:\/\/open.library.okstate.edu\/orgcomm\" rel=\"cc:attributionURL\">Organizational Communication<\/a>\u00a0Copyright \u00a9 by\u00a0Dr. Sarah Hollingsworth\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.<\/p>\n<\/div>\n<\/div>\n<div class=\"glossary\"><span class=\"screen-reader-text\" id=\"definition\">definition<\/span><template id=\"term_1181_2087\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1181_2087\"><div tabindex=\"-1\"><p>information travels straight from one person to the next, like a relay race. One employee tells another, who tells another, and so on.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1181_2088\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1181_2088\"><div tabindex=\"-1\"><p>where one message moves\u00a0through multiple hands.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1181_2083\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1181_2083\"><div tabindex=\"-1\"><p>one person spreads information directly to many people<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1181_2085\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1181_2085\"><div tabindex=\"-1\"><p>one person tells a few people at random<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1181_2086\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1181_2086\"><div tabindex=\"-1\"><p>The first person carefully chooses who they\u2019re going to tell. Then those people tell a few other specific people, and so on.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><\/div>","protected":false},"author":133,"menu_order":7,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-1181","chapter","type-chapter","status-publish","hentry"],"part":1163,"_links":{"self":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1181","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/users\/133"}],"version-history":[{"count":15,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1181\/revisions"}],"predecessor-version":[{"id":2597,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1181\/revisions\/2597"}],"part":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/parts\/1163"}],"metadata":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1181\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/media?parent=1181"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapter-type?post=1181"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/contributor?post=1181"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/license?post=1181"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}