PR truyền thông - Chapter 6: The communicative organization

The Communicative OrganizationChapter 6COOverviewCommunicative Organization - model of core principles to guide the way we function in organizationsOrganizational Structure - created and recreated through social interaction (structuration)Misunderstandings - central feature of organizational lifeThe Communicative Organization Model - the essence of organizational life is communicationCOTwo Interrelated PurposesHighlights the prevalence of misunderstandings in organizational activityIllustrates how the communication behaviors of organizational members create and recreate organizational structures that can assist in promoting or combating misunderstandingsCOThree AssumptionsCommunication is central to the existence of the organizationThings can go wrong at any (and every) point of the communication processMisunderstandings seem to characterize communication in organizationsCOTalk as Action: Structuration and the Communicative OrganizationInterpersonal 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, 1979Talk in organizations is shaped by and shapes organizational structureCOTheory 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.”COTheory of Structuration Communication (e.g., talk) produces and reproduces structure (organization), and as such, IS action itself.CONOT: Stop talking and do something! (action over talk)RATHER: To talk is to do something! (talk IS ACTION)Organizational StructureNot a concrete entityProduced 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).COAdaptive 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 PooleCOCommunicative OrganizationOrganization 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.COTenets of Communicative Organization ModelOrganization cannot be considered as separate from the members that constitute itSocial systems have no purposes, reasons or needs whatsoever; only human individuals do soBased on the actions of the individual as he or she contributes to and is constrained by the structure of the organizationTalk is actionStructure is truly produced through interaction Communication is more than just a precursor to action, it IS actionCOTalk IS Action!Three Types of Talk (Marshak, 1998)Tool-talk (instrumental and functional)Necessary for the generation, implementation, and evaluation of outcomesLiteral 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 imagesCreate and communicate the nature of reality within which frameworks and symbols are appliedCreates the fundamental ideals of the collective (vision)COTalk Type ExampleMythopoetic talkOrganization before individualThe needs of the organization come before the needs of the individualFrame-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”COFraming the Communicative Organization ModelTalk is actionStructure and action are intricately relatedInteraction is complexMisunderstandings (broadly conceived) can arise because of different types of talkAs interactions occur over time and structures are produced and reproduced, problems mountCOThe Communicative Organization Model(Figure 6.1, p. 109)COCommunicative OrganizationCOAnticipated MisunderstandingsSocial InteractionBehavioral FlexibilityStrategic Communication PlanningThe Communicative OrganizationAnticipated MisunderstandingsMisunderstandings are a natural part of organized activity and should be anticipatedConflict in values, lack of information, strategic interpretationsSocial InteractionCertain characteristics are encouraged and supportedPsychological immediacy, real-time response, exchange assessment, managing relational confusionBehavioral FlexibilityDependence on behavioral flexibility for successful communication and effective organizational structuring is criticalChange in relationships, interaction patterns, dialectical tensionsStrategic Communication PlanningCommonplaceRecognize ~ Contain ~ Cope ~ ConstructCOAnticipating MisunderstandingsMisunderstandings . . .Can lead to new ways of structuring tasks and rolesCan help people to consider alternative ways of actingCan lead to creative problem solvingConflict in ValuesA disparity between individual and organizational values regarding organizational missionSuppression of a minority member’s contributions (not valued)Lack of InformationIntentional and unintentional suppression of information to newcomersInterruption of the chain of command owing to geographic separationInformation gaps resulting from hierarchical or functional differencesRemoval of information cues with the use of communication technology Strategic Interpretations (misinterpretations)Purposely misunderstand the message because it benefits them in some wayCOSocial InteractionPsychological ImmediacyBeing involved psychologically with another person’s messageOne of the most important characteristics is ACTIVE LISTENINGReal-time ResponseTimely FeedbackExchange AssessmentConscious analysis of any impending message exchange and the conscious choice of the media to be usedManaging Relational ConfusionIdentifying appropriate behaviors when interacting with friends, co-workers, and romantic relationships at work.COBehavioral FlexibilityBe 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 relationshipsChange in RelationshipsWork environment vs. social contextCo-worker to friendChange in Interaction PatternsWho initiates conversationDialectical TensionsFeelings of oppositionDependence and independenceCOStrategic Communication PlanningRecognize (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)COFigure 6.2, p. 117Strategic Communication PlanningContinuum RECOGNIZENo Learning (CONTAIN)COPELearning (CONSTRUCTING)Three Primary FactorsSaliency of the issueTime availabilityWillingness to engage in constructive dialogueCOFigure 6.2, p. 117SummaryCommunicative Organization - model of core principles to guide the way we function in organizationsOrganizational Structure - created and recreated through social interaction (structuration)Misunderstandings - central feature of organizational lifeThe Communicative Organization Model - the essence of organizational life is communicationCOCommunicative 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.CO