When I work with an organization, one of the first topics that comes up is Communication. How well does communication work in their organization? What style of communication works, and is it effective? Often, I find that organizations have not given very much thought to the style of their organizations¾much less the style of their organizational communication. To me, this is a mistake that can easily be fixed if worked on with honesty and openness.
When you think about it, do we really spend enough time on being better communicators? Managers spend up to 80% of their work day communicating. So why do we spend so little time becoming better communicators? Probably because it means we have to look inward and make change, and that is always a scary thing to do. However, after we do it, we also find out how simple and productive it was for us. Simply put: Change is always something managers try to avoid, but to their own peril.
When I ask managers if they have a good idea of their employees' needs and problems, they almost always say, "Sure, of course we talk everyday. We work together, of course I understand what they need and what issues they have." I also found a study that said 95% of high-ranking managers believe they have a good understanding of their employees' issues and problems, but in the same study, only 30% of the subordinates agreed that their managers understand their issues and problems (White & Chapman, 1996). How can this be? Most of these people spend more time with each other than they do with their own families. How can there be such a disconnect? I believe it is because no one is listening to each other; most do not even understand how to communicate with each other.
My first suggestion is to always understand different theories in communication, then start to implement what will work for your organization in a practical way. I have found theory is always a great place to start, but it is only step one in many steps of the process. So let's look at step one. I will try to simplify this step by only talking about a few of the larger theories that can be immediately translated into practical use within your organization.
The three theories I will mention are Bureaucratic Theory of Organizational Communication, Human Relations Theory of Organizational Communication, and Systems Theory of Organizational Communication. You may find that you use a bit of all three, and that is ok. I believe it is more important that you use what works best for your organization, but you must know which theory you use and be conscious of the style so that you can be consistent and effective and allow your team to play by the same rules.
Bureaucratic Theory of Organizational Communication
Bureaucratic communication is about control based on rules and regulations that have been laid down by the organization in the past. The organization will rely heavily on guidelines, manuals, organizational charts, hierarchy, and job descriptions. Flexibility and change are not a big part of this theory. Most communication is vertical, and there is very little expectation of horizontal communication to solve problems. Over the years, less companies are relying on bureaucratic communication theory, but it is still strong in large organizations and, believe it or not, in small entrepreneurial organizations where the owner has total control over all aspects of the business. This is often found in franchisee operations and can hurt the way the business operates.
Human Relations Theory of Organizational Communication
Human relations takes into account much of the research that has been developed over the last 50 years. The idea is that not only does a company have a product or service to produce, but the organization also needs to fulfill the needs of its employees, such as fair wages and job satisfaction. This theory respects the fact that the individual team members are more concerned with each individual in the organization than they are to the rules and controls of the organization. Although these organizations may still have manuals and systems, it is understood that these rules can not possibly account for every situation that will happen and that individual decision making is important and expected, even when it falls outside of the normal solutions.
Oral communication is the preferred form of communication, and written and communications like memos and letters are not relied on as much. Human interaction is what fuels the communication in Human Relations Theory. There is much more reliance on horizontal communication, and team members will work on issues together, often without feeling like they must take it to their managers. We have seen a large amount of tech companies move to this kind of organizational structure so that innovation will proceed quickly guided by the team members who have the answers.
Systems Theory of Organizational Communication
This theory is perhaps the newest and most controversial theory in current Organizational Communication studies. Systems Theory believes that organizations are made up of subsystems and that all subsystems operate in different ways due to the number of variations in any given subsystem. Rules and manuals do not work well in this setting, because it is believed that all subsystems have different needs, even if they have the same goals the participants are different, and therefore, the rules and policies must be different.
In Systems Theory, communication usually moves up or down, but in an equally important flow. In some cases, the managers will need to share issues with the subordinates, and in other cases the subordinates will need to let managements know what needs to change. Because everyone is different, you can have one manager ask for a major report on a subject and another manager ask you to come to their office and give an oral report.
Systems Theory can be confusing because it is ambiguous, as everyone works in different styles and different ways. I often say it really is the ultimate open system. Things will change with the wind, and this can be confusing for all.
So Now What?
First, I would suggest you find out what kind of style you use in your organization. This by its self will help you become more aware of the communication flow in your organization. If you do nothing else, you will still be ahead of where many managers are. Second, after you find out what style of communication you use, and it may be a combination of many different theories of which I have only listed three in this post, make sure that this style is best for your organization. If you find it is not, make changes to improve the style you are using.
Allow the team members in your organization to be a part of rating the comunication style your organization is using, and allow them to make recomendations for change. I assure you that they will support your organization in a very positive way, even if they have changes they would like to see implemented. It is often amazing to me how team members will protect their organizations, even if they want to see massive change. I have never worked with an organization where the team can not find the right answers.
That does not mean there won't be some mistakes made or that some ideas may not work as well as planned. Through the collaboration discussed here, everyone will take ownership of the change and work hard to make the change work or find the answers if it is not working. Most importantly, be open to new ideas and new ways of communication. If you start this exercise with an open mind and an open heart, you will find many of the answers you need to move your organization to a better place.
If you would like to discuss any of these concepts or you would like some help to facilitate them in your organization, please call me at the phone number below.
“The single biggest problem in communication is the illusion that it has taken place.”
George Bernard Shaw
White, K. W., & Chapman, E. N. (1996). Organizational communication: An introduction to communication and human relations strategies. Needham Heights, MA: Simon & Schuster Custom Pub.
Steve Whiteside is a consultant specializing in organizational development within franchise organizations and educational organizations as well as your organization. Steve also is an Executive Coach; you can contact him at 604-786-5677.
Copyright © 2011 Steve Whiteside
