1. Processes, cultures and organisational goals
Chapter 18
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2. Goals
Most organisations have a purpose: to make money. They also have a variety of other goals.
Everyone in an organisation has their own individual goals as well.
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3. Communication aligns organisational and individual goals
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4. Levels of communicating vision or change(P. Senge et al, 1994)
One-way communication ‘We’ve got to do this. It’sour vision. Be excited aboutit, or reconsider your visionfor your career here.’
often a crisis management approach.
One-way persuasive‘We have the best answer. Let’s see if we can get you to buy in.’
employees are like customers.
Interactive communication ‘What excites you about this vision? What doesn’t?’
market research approach.
1. TELLING
2. SELLING
3. TESTING
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5. Levels of communicating vision or change (cont.)
4. CONSULTING
5. CO-CREATING
Transactional communication ‘What vision domembersrecommend we adopt?’
employees as consultants.
Collaborative‘Let’s create the future we individually and collectively want.’
people working for what they want.
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6. Principles for effective stakeholder communication
Develop a relationship.
Build trust through face-to-face communication.
Look for interactive communication opportunities.
Enrol your stakeholders in your vision or co-create it with them.
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7. Organisational stakeholders
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8. Business demographics
Business demographics are population characteristics of each stakeholder group, e.g. race, age, income, educational attainment, and employment status.
These will determine the content, channel and style of the communication.
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9. Two views of organisations
1.Organisations as structures, processes and systems 2. Organisations as cultures
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10. Traditional hierarchy
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11. Communication directions
Downwards
Upwards
Lateral
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12. When horizontal communication is important
Coordinating tasks
Solving problems
Sharing information
Resolving conflicts
Building rapport.
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13. Types of messages flowing downward
Instructions or orders
Policies
Appraisals
Information
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14. Types of messages flowing upward
Job-related activities
Problems and issues
Ideas for change
Job-related feelings about the organisation
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15. Problems with communication through a hierarchical structure
Distortion of information
Information delay
Downward communication far exceeds upward communication
Gatekeeping
Information overload
Different languages being spoken
Lack of listening from management
Limited communication between departments
Grapevine
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16. Overcoming communication problems
Flattened structures
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17. Overcoming communication problems (cont.)
Improving upward/downward communication
Create occasions for face-to-face communication
Management by Walking Around
Open-door policy
Create alternative channels
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18. Overcoming communication problems (cont.)
Improving lateral communication
Keep the big picture in mind
Adapt to others’ language/jargon
Social groups and occasions
Communities of interest
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19. Overcoming communication problems (cont.)
Real-time information
Reduce information overload
Read messages and sort them as they come through.
Think before sending on or passing on messages.
Pass on summaries.
Delete unnecessary messages that you do not need as you receive them.
Get rid of copies.
Use the grapevine constructively.
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20. Networks
Circle
Chain (hierarchy)
Wheel Y
Concom
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21. Cultural approach Organisations as a mini-society or culture
Emphasis on rules, behaviour, rituals, heroes, values, ways of doing things
Identify
Heroes
Rituals
Stories
Metaphors
Expressed values.
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22. Communication climate
Communication climate is a reaction to communication culture as expressed in beliefs, practices and values
e.g.
stormy
calm
open, etc.
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23. Factors in positive climates (Redding 1972, Likert, 1961)
Openness
Commitment
Trust
Sharing of power
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24. What determines climate?
Superior to subordinate communication
Downward communication
Superiors’ perception of communication with subordinates
Upward communication
Reliability of information
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25. How communication climates develop
Confirming messages produce a positive, supportive climate.
Disconfirming messages produce a hostile and defensive climate.
Both verbal and non-verbal messages contribute to the climate.
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26. Climate spirals Action  reaction Types of spirals
These tend to escalate
e.g.
Compliment  nicer compliment
Accusation  stronger accusation
Types of spirals
Escalatory
De-escalatory
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27. Gibb’s supportive and defensive climates
Evaluation v Description
Control v. Problem orientation
Strategy v. Spontaneity
Neutrality v. Empathy
Superiority v. Equality
Certainty v. Provisionalism
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28. When organisations respond to change reactively
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29. Organisational learning
Is based on the idea that there is no point in an organisation simply reacting to change
Must be a constant process
Involves team-learning because of the synergy that happens in interaction with others
Is a natural process if conditions are right
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30. How communication climate affects organisational learning and innovation
For organisations to be able to innovate and change, three conditions need to be met:
vision of where they want to go
clear information about what the present situation is
psychological safety (i.e. a supportive climate).
(Schein, 2004)
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31. Defence mechanisms Attack. Distort critical information.
Avoid critical information.
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32. Protective strategies
Withdraw and hold others responsible for your withdrawing.
Keep negative reactions private.
Make face-saving moves.
Assert your position unilaterally.
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33. Creating a learning organisation
Positive spirals, confirming communication and supportive climates are essential tools for creating the flexible, knowledge-based organisations of the future.
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