The Communicative Organization

1. CO The Communicative Organization Chapter 6

2. Overview CO • Communicative Organization - model of core principles to guide the way we function in organizations • Organizational Structure - created and recreated through social interaction (structuration) • Misunderstandings - central feature of organizational life • The Communicative Organization Model - the essence of organizational life is communication

3. Two Interrelated Purposes CO • Highlights the prevalence of misunderstandings in organizational activity • Illustrates how the communication behaviors of organizational members create and recreate organizational structures that can assist in promoting or combating misunderstandings

4. Three Assumptions CO • Communication is central to the existence of the organization • Things can go wrong at any (and every) point of the communication process • Misunderstandings seem to characterize communication in organizations

5. Talk as Action: Structuration and the Communicative Organization CO • Interpersonal communication is the essence of organization because it creates structures that then affect what else gets said and done and by whom (Karl Weick, 1987) • Theory of Structuration • Anthony Giddens, 1979 • Talk in organizations is shaped by and shapes organizational structure

6. Theory of Structuration CO • “Duality of Structure” • Structure (organization) is both a medium and an outcome of social practices (interaction) • “Structure as non-temporal and non-spatial, as a virtual order of differences producedand reproducedin social interaction as its medium and outcome.”

7. Theory of Structuration CO Communication (e.g., talk) produces and reproduces structure (organization), and as such, IS action itself. NOT: Stop talking and do something! (action over talk) RATHER: To talk is to do something! (talk IS ACTION)

8. Organizational Structure CO • Not a concrete entity • Produced as people interact on a daily basis, attempting to accomplish their individual and collective purposes (structure as outcome). That structure, in turn, serves to mediate and constrain future interaction (structure as medium).

9. Adaptive Structuration Theory CO "The core idea of this theory is that members in groups are creating the group as they act within it. A lot of times people in groups build up structures or working arrangements that are very uncomfortable for them and they don’t realize they are doing it." Scott Poole

10. Communicative Organization CO • Organization or “structure” is something that is constantly constructed and reconstructed as members communicate and interact with one another and the relevant environment. • Communication is the center of the organization.

11. Tenets of Communicative Organization Model CO • Organization cannot be considered as separate from the members that constitute it • Social systems have no purposes, reasons or needs whatsoever; only human individuals do so • Based on the actions of the individual as he or she contributes to and is constrained by the structure of the organization • Talk is action • Structure is truly produced through interaction • Communication is more than just a precursor to action, it IS action

12. Talk IS Action! CO • Three Types of Talk (Marshak, 1998) • Tool-talk (instrumental and functional) • Necessary for the generation, implementation, and evaluation of outcomes • Literal and objective (e.g., goal-setting, task directions) • Frame-talk (connotative and interpretive) • Evaluates tool-talk in relationship to the basic assumptions and values of the organization (e.g., socialization; “ham” story) • Mythopoetic talk (mythic and metaphorical) • Conveys ideogenic ideas and images • Create and communicate the nature of reality within which frameworks and symbols are applied • Creates the fundamental ideals of the collective (vision)

13. Talk Type Example CO • Mythopoetic talk • Organization before individual • The needs of the organization come before the needs of the individual • Frame-talk • “Be a Team Player” • “Give your all for the company” • Tool-talk • “You’ll hurt the rest of us if you go home early”

14. Framing the Communicative Organization Model CO • Talk is action • Structure and action are intricately related • Interaction is complex • Misunderstandings (broadly conceived) can arise because of different types of talk • As interactions occur over time and structures are produced and reproduced, problems mount

15. CO The Communicative Organization Model (Figure 6.1, p. 109)

16. CO Anticipated Misunderstandings Strategic Communication Planning Communicative Organization Social Interaction Behavioral Flexibility

17. The Communicative Organization CO • Anticipated Misunderstandings • Misunderstandings are a natural part of organized activity and should be anticipated • Conflict in values, lack of information, strategic interpretations • Social Interaction • Certain characteristics are encouraged and supported • Psychological immediacy, real-time response, exchange assessment, managing relational confusion • Behavioral Flexibility • Dependence on behavioral flexibility for successful communication and effective organizational structuring is critical • Change in relationships, interaction patterns, dialectical tensions • Strategic Communication Planning • Commonplace • Recognize ~ Contain ~ Cope ~ Construct

18. Anticipating Misunderstandings CO • Misunderstandings . . . • Can lead to new ways of structuring tasks and roles • Can help people to consider alternative ways of acting • Can lead to creative problem solving • Conflict in Values • A disparity between individual and organizational values regarding organizational mission • Suppression of a minority member’s contributions (not valued) • Lack of Information • Intentional and unintentional suppression of information to newcomers • Interruption of the chain of command owing to geographic separation • Information gaps resulting from hierarchical or functional differences • Removal of information cues with the use of communication technology • Strategic Interpretations (misinterpretations) • Purposely misunderstand the message because it benefits them in some way

19. Social Interaction CO • Psychological Immediacy • Being involved psychologically with another person’s message • One of the most important characteristics is ACTIVE LISTENING • Real-time Response • Timely Feedback • Exchange Assessment • Conscious analysis of any impending message exchange and the conscious choice of the media to be used • Managing Relational Confusion • Identifying appropriate behaviors when interacting with friends, co-workers, and romantic relationships at work.

20. Behavioral Flexibility CO • Be prepared to adapt to changes in the environment or context of our communicative activity, changes in the relationship itself, patterns of interaction, and the dialectical tensions in those relationships • Change in Relationships • Work environment vs. social context • Co-worker to friend • Change in Interaction Patterns • Who initiates conversation • Dialectical Tensions • Feelings of opposition • Dependence and independence

21. Strategic Communication Planning CO Figure 6.2, p. 117 • Recognize (that organizational life is inherently problematic and characterized by misunderstandings) • Contain (the problem or misunderstanding so that its negative impact is minimal) • Cope (with the communication problem; deal with the present situation by allowing all affected members their concerns and have their problems addressed ) • Construct (a new interpretation of the misunderstanding so learning can occur; new attitudes, values, behaviors, or practices will emerge)

22. Strategic Communication Planning CO Figure 6.2, p. 117 • Continuum • RECOGNIZE • No Learning (CONTAIN) • COPE • Learning (CONSTRUCTING) • Three Primary Factors • Saliency of the issue • Time availability • Willingness to engage in constructive dialogue

23. Summary CO • Communicative Organization - model of core principles to guide the way we function in organizations • Organizational Structure - created and recreated through social interaction (structuration) • Misunderstandings - central feature of organizational life • The Communicative Organization Model - the essence of organizational life is communication

24. Communicative Organization CO The CO model allows communication researchers to visualize the types of misunderstandings that might occur in organizational relationships, processes, and outcomes and anticipate solutions to them.