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Ask follow-up questions. "Why are you telling me this?" Make them say why they're doing what they're doing. Then set the expectation that you do not need them to report on others work.
I had the exact same situation in the job I just retired from. I always followed up with my direct report (without letting her know she’d been “tattletaled” on), and would hear a vastly different account. I eventually had to do what a previous poster said - asked her not to worry about or comment on what my direct report was doing or not doing because she didn’t even know or understand the scope or tasks of my direct reports’ position.
Can you ask that they provide direct feedback to one another? Do you meet with the team, or both of them together to encourage feedback? Perhaps the employee that is beginning to rub you the wrong way, in terms of the way that they are approaching this, is feeling like their colleague is not pulling their weight. Perhaps there are things that you are not seeing that you could be curious and ask more about.
Are there clear roles and responsibilities for each team member and role?
I am not an HR professional, however, coming from a union background, this almost sounds like dual management. If the individual that works for you is meeting their job requirements based on your mutual agreement, what is the purpose or intent of the other persons interaction? Unfortunately, I have found that job titles do not equate maturity or even efficacy at times. Some people are just messy 🤷♀️
I agree about asking some follow up questions. Let them know that you are in communication with them often. You could also just give their boss a heads up if it's becoming distracting. I'm not sure exactly how your structure is laid out, but it might be an issue of someone wanting to switch teams and looking for attention.