Fictional Fact
by Paul D. McInerny

It begins as a whisper, a rumor, a bit of gossip repeated in passing or out of maliciousness that if repeated often enough, takes on a life of its own. Similar to the game of Post Office, as the rumor is repeated, the contents of the original statement are changed or modified each time it is passed on. It can grow in proportion and soon be unrecognizable to its original form. Oblivious to substantiation, it gains legitimacy by mere repetition. Others with no personal knowledge will hear it and accept if for a truism. Although it maybe partially or completely fictional in content, it is accepted and believed as fact. Fictional Fact.

 Impact on the Organization: No one should underestimate the influence or impact fictional fact can have on an organization. For example, rumors can run rampant during contract negotiations, prompting stories of a potential impasse and inaccurate information about what took place at the negotiation table. Morale can plummet as rumors circulate and employees become disgruntled, confused and angry. The public enjoys the concept of fictional fact when forming an opinion of an agency or its employees. Movies and television perpetuate fictional fact and the public’s belief and opinion about law enforcement, the medical field and attorneys.

 Impact on the Individual: A consequence to fictional fact is the maiming of an individual’s reputation. In the work place, fictional fact replaces reality. The rumor of one sleeping their way to the top (or just with the common folk) often is accepted as a truth because it is more interesting than truth, more convenient to repeat than confirm, and justifies and reinforces ones negative preconceived notion of an individual. Fictional fact, like pollen, can also transcend and find its way outside the organization and that can have disastrous affects on the individual’s life outside of the work force. Fictional fact can leave an employee embarrassed and betrayed. One’s character is literally destroyed.

 A Strong Resistance to Evidence: Another dilemma with fictional fact is that there is a strong resistance to any evidence to dispute the rumor (Michelson, 2000). Despite its lack of credibility, if repeated often enough it becomes believable. Employees fill in the unknown with their assumptions, and those assumptions become fictional fact. The introduction of evidence to dispute the rumor may be accepted, but the deliciousness and aftertaste of the rumor remain. After all, why let the truth stand in the way of a good story?

According to Samuel Greengard, “certain companies are more prone to gossip than others. Organizations that foster a chummy, cliquey environment--particularly where some employees feel like outsiders--can undermine relationships and productivity.“ Organizations where management and the unionized workforce have a bitter, adversarial relationship can find rumors and gossip flourishing. People tend to say nasty, despicable things behind each other’s back.

The prevention of Fictional Fact is everyone’s responsibility. Traditionally, everyone points the finger at someone else and justifies the repeating of a rumor as “I was only repeating what I was told.” If not addressed, the fictional fact not only results in personal pain but can also lead to employee turnover, conflict, low morale and lawsuits.

Botero says that organizations should deal with rumors promptly. The leadership should be direct but tactful. They should talk to the employees involved individually and in a group, listen to both sides of the issue, set up one-on-one meetings between the injured party and anyone involved in spreading the rumor, and schedule follow-up meetings for everyone involved. At smaller firms, she says it's wise to schedule a once-a-month employee meeting that allows everyone to talk about their concerns in the office. Larger companies should set up a hotline to allow employees to ask about or clarify rumors as soon as they hear them.
Greengard suggests the following as a means of reducing problems associated with office gossip:

• Keep employees informed. Employees must be kept apprised of goals and objectives of the organization and of their performance. Performance can be documented formally through the use of annual or bi-annual evaluations

• Help build a culture that's supportive rather than overly competitive. The worst gossip and mobbing problems often occur at organizations where the climb to the top is ruthless. HR can aid workers by instituting support systems, including counseling for those who instigate or wind up as the target of gossip. It's also important to educate senior management about the problem.

• Let workers and managers know that malicious personal gossip is not acceptable. Attacking other employees--whether out of boredom or dislike for an individual, or for political gain--can create severe tension, animosity, and organizational problems. It's also not fair to the victim. Employees should know how damaging it is to partake in gossip and mobbing.

• Deal with rumors immediately. Left unchecked, a rumor can quickly spiral out of control. It can quickly sap energy and productivity as workers spend time speculating about things rather than getting work done. When a problem arises, talk to employees individually and, if necessary, set up a meeting between the victim and those spreading the rumor.

• Confront chronic offenders. Those who spend an inordinate amount of time gossiping should know that the behavior is not acceptable. One way to deal with the issue is to address a perceived problem during an employee evaluation. However, it might also be necessary to sit an offender down and discuss the problem when it occurs.

Greengard, S. (2001). Workforce. Gossip Poisons Business. HR Can Stop It. Volume 80, Issue 7