Transcript CO The Communicative Organization Chapter 6 CO Overview  Communicative Organization - model of core principles to guide the way we function in organizations  Organizational Structure -

CO
The Communicative
Organization
Chapter 6
CO
Overview
 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
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Two Interrelated Purposes
 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
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Three Assumptions
 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
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Talk as Action: Structuration and
the Communicative Organization
 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
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Theory of Structuration
 “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 produced
and reproduced in social interaction as its
medium and outcome.”
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Theory of Structuration
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)
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Organizational Structure
 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).
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Adaptive Structuration Theory
"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
CO
Communicative Organization
 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.
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Tenets of Communicative
Organization Model
 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
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Talk IS Action!
 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)
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Talk Type Example
 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”
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Framing the Communicative
Organization Model
 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
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The Communicative
Organization Model
(Figure 6.1, p. 109)
CO
Communicative Organization
Anticipated
Misunderstandings
Social Interaction
Strategic
Communication
Planning
Behavioral Flexibility
CO
The Communicative Organization
 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
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Anticipating Misunderstandings
 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
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Social Interaction
 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.
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Behavioral Flexibility
 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
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Strategic Communication Planning
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)
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Strategic Communication Planning
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
CO
Summary
 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
CO
Communicative Organization
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.