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Hi
Ann
Rolfe here with the latest Mentoring News.
The
"grapevine" is fast and effective at spreading messages
throughout an organization. These messages are not
always accurate, nor do they necessarily convey news that
people want to broadcast. However, the grapevine can play
a vital role within organizations and people at all levels
can use it in positive, as well as negative, ways.
Informal
communication always occurs in organizations. People
chat in the tea rooms, in the corridors even in the bathroom.
Some people congregate outside for a smoke, others socialise
over lunch, have a drink after work or play golf. Networks
and alliances are formed and information is shared.
The organization
chart does not dictate who talks to whom. Bad news
travels fast and it is not uncommon for employees to have
heard it well in advance of delivery through formal channels.
Good news or neutral information can be distorted or misinterpreted
as it is passed on. This is why false rumours, half-truths,
omissions or amplifications of messages give the grapevine
such a bad name.
Informal
communication can override organisational statements such
as: "people are our greatest asset". Employees
get a version of the vision, values and priorities that may
be different from that stated in the Annual Report.
Managing
informal communication means building relationships and networks
that enhance the two-way flow of information. Mentoring
can be a critical factor in establishing such networks. Mentoring
programs allow people who embody the values and principles
of the organization to develop relationships with others.
Mentors can convey positive messages to staff and get valuable
feedback. A mentor can also act as a circuit breaker for the
negative aspects of the grapevine by encouraging critical
thinking and a measured response to rumours. A mentoring program
sends the message that the organization values its people
and cares about their development, in a way that all the glossy
print in the world could not achieve.
Mentoring
allows people to build relationships based on trust and rapport.
People - those mentored as well as mentors - provide a window
on the organization that might not be available otherwise.
Attitude and morale can improve for both parties. Additional
perspective and more accurate information can be brought to
career planning and decision-making.
Actively
managing the informal communication in an organization raises
ethical issues. The grapevine can be manipulated.
Information can be planted with specific intent. However,
if a mentoring program enhances the critical thinking and
problem-solving skills of the participants they become more
sophisticated consumers of information. Mentoring programs
also usually build networks as well as one-to-one relationships.
Such networks provide multiple points of reference for an
individual, increasing the veracity of information used and
acted on. Mentoring programs therefore make an important contribution
to the lives of individual participants and the effectiveness
of the organization.
Thinking
of implementing a mentoring program? Mentoring Works
can help. Review our books and mentoring resources at www.mentoring-works.com
Or contact us to discuss a tailored program.
I
hope you have enjoyed this edition of the Mentoring News,
you can find some great free resources and excellent mentoring
products at
www.mentoring-works.com
Ann
Rolfe
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