Handling Gossip, Cliques, and Informal Power Centres: Culture Below the Surface

In many Indian workplaces, culture is shaped less by official structures and more by informal networks. Gossip, cliques, and informal power centres operate quietly below the surface, influencing decisions, morale, and trust. These dynamics rarely appear in org charts or policies, yet they have a direct impact on employee experience.

HR cannot eliminate informal networks — but it can prevent them from becoming toxic or unfair. This article explains how HR can identify and manage culture issues that operate outside formal authority.

Understanding Informal Power in Indian Organisations

Informal power often comes from:

• Proximity to promoters or senior leaders

• Long tenure or historical loyalty

• Control over information or processes

• Social influence and personal relationships

In Indian contexts, such power is often tolerated or ignored because it is seen as “how things work”.

When Gossip and Cliques Become Harmful

Not all informal bonding is negative. Problems arise when:

• Information is selectively shared

• Decisions appear pre-decided

• Certain employees are excluded or sidelined

• Rumours replace official communication

• Trust in management declines

Over time, employees stop relying on formal systems and turn to unofficial channels.

Why HR Often Struggles to Intervene

HR faces challenges such as:

• Lack of formal complaints

• Fear of confronting influential groups

• Difficulty proving intent or impact

• Pressure to maintain surface harmony

However, ignoring these issues allows parallel power structures to solidify.

HR’s Role in Bringing Culture to the Surface

HR must focus on transparency and fairness rather than confrontation.

Practical HR actions include:

• Strengthening formal communication channels

• Ensuring decisions are documented and explained

• Rotating responsibilities and access points

• Encouraging diverse participation in meetings

• Addressing exclusion patterns quietly but firmly

The goal is to reduce dependency on informal gatekeepers.

Addressing Gossip Without Policing Conversations

HR should avoid moral policing, but must set boundaries.

Effective approaches include:

• Clarifying what information is confidential

• Addressing rumour-driven anxiety promptly

• Encouraging managers to correct misinformation

• Modelling transparency from leadership

• Intervening when gossip targets individuals unfairly

Silence from HR often validates rumours.

Rebalancing Power Without Disruption

Informal power centres cannot be dismantled overnight.

HR can:

• Reduce over-reliance on individuals

• Create multiple access points for approvals

• Align leaders on behavioural expectations

• Support managers who challenge unhealthy dynamics

• Reinforce merit-based decisions

Gradual correction is more sustainable than sudden disruption.

Conclusion

Gossip, cliques, and informal power centres thrive where transparency is weak and communication is inconsistent. In Indian organisations, HR’s responsibility is not to suppress relationships, but to ensure they do not undermine fairness or trust.

Culture below the surface becomes healthier when formal systems are credible and consistently applied.

HR Checklist: Managing Informal Culture Risks

🗹 Identify informal influencers across teams
🗹 Monitor exclusion and information-hoarding patterns
🗹 Strengthen formal communication channels
🗹 Address rumours early with facts
🗹 Reduce over-dependence on individuals
🗹 Encourage inclusive participation
🗹 Align leaders on transparency expectations
🗹 Reinforce merit-based decision-making

Informal Culture Issues and HR Interventions

Conclusion--

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