managing org short paper/ communication systems
There are three practices listed in the first attachment that that can be used to achieve good communication inside an organization. For each of the three practices, outline a scenario describing how that particular practice has been, or could be, implemented in a corporate office building. Use the scenarios that you have outlined and discuss them in a short paper. Also discuss the impact of technology on the communication system. Does technology improve or confuse the system?
Rubric is attached and must be followed exactly. Three practices listed in another attachment fil
Practice 1: Use Stories, Metaphors, Analogies, and Pictures as Much as Possible
Effective communication systems connect the hearts and minds of the rest of the organization. Stories, metaphors, and analogies are powerful ways to communicate complex information in compelling ways. John Kotter emphasizes that this is particularly important for communicating the change vision. He restates the truism that “a verbal picture is worth a thousand words.”[27]
However, figurative communication in the form of verbal pictures or graphic depictions is also essential for building confidence in the change program. Stories are pithy narratives with plots, characters, and twists that are full of meaning. Leaders are discovering that the telling of actual “success stories” can often be the catalyst for momentum behind a change initiative.[28] Metaphors and analogies are in- ferential techniques to transfer the meaning of something that is known to another thing that is unknown. For example, Plato compared our perception of reality to shadows on the wall of a cave. Darwin used diagrams of trees to help explain his theory of evolution. And Shakespeare saw the world as a stage.[29] Organizational change, by definition, requires employees to try something new and move into the unknown. Communication systems that rely on stories, metaphors, and analogies can make the unknown future state more attractive and understandable.
Practice2: Talk the Walk and Walk the Talk
There is nothing more devastating to change initiative and overall change capability than for the senior leaders to espouse the benefits of change and then not act in alignment with those espoused benefits. In other words, when the behavior from prominent people within an organization is inconsistent with the change vision, then all other forms of communication are disregarded.[26] In short, “walking the talk” is an essential part of the communication system within an organization.
This process begins with the chief executive of the firm modeling the behavior being sought by the change vision. Next, it requires the top management team to police themselves to act congruently with the change vision. And if there are sponsored change agents by the senior executive team, these individuals clearly need to “walk the talk” as well. Change leaders are in a fish bowl, and they must be as if not more willing than the rest of the organization to change their behaviors. As Mahatma Gandhi stated, “Be the change you wish to see in the world.”
Practice 3: Hire, Develop, and Retain Effective Communicators
In a 1998 survey of 480 companies and public organizations by the National Associ- ation of Colleges and Employers, communication abilities are ranked number one among personal qualities of college graduates sought by employers. Work experi- ence and motivation are second and third.[21] Clearly, one of the reasons why com- munication skills are so important is that these skills are essential for facilitating or- ganizational change. A less obvious reason why good communicators are essential is that these individuals understand how to design and enhance the communication systems within an organization so that information flows more effectively.
For example, Rob Goffee and Gareth Jones argue that effective leaders “communicate with care.” Communicating with care means that the leaders choose their channels of communication strategically, tailor their message to the aims of the change initiative, authentically disclose intimate details when appropriate, and are very sensitive to the pace and timing of their communications.[22] Clearly, any employee with this subtle set of skills is a rare and valuable human resource, and the organization does well to enhance this skill set in as many individuals as pos- sible, since their skill can be leveraged into improved communication systems for the entire organization.
