Chapter 2

Examining Communication Approaches

Summary

This chapter presents three approaches to analyze managerial communication: the “Arrow,” “Circuit,” and “Dance” approaches. The Arrow manager believes that “effective expression = effective communication” and views the receiver as a passive information processor. The Circuit manager assumes that “understanding = effective communication.” This manager believes that understanding will lead to agreement and

that understanding should be the primary goal of communication. Both of these approaches simplify the communication process. A preferred approach is to use the “dance” metaphor, which expresses the nuances and complexity of organizational communication. There are many similarities of communication to dance. In both activities, there are patterns that emerge and rules, written or unwritten, that govern behavior.

Case Study 2.1: The Consulting Contract

Case Study

Purpose

The purpose of this case is to learn how to communicate with different types of people while presenting a proper perspective on the nature of the communication process.

Situation

A software design firm that employs 500 people has hired your consulting team. The firm’s senior management has determined that the six managers of the software development department and the six managers of the customer service department are “ineffective communicators.” They have hired you to conduct a 2-hour introductory seminar on “Communicating for Managerial Effectiveness” for the twelve managers. These managers have never participated in this kind of training and are unaware that the senior management views them as “ineffective”. All the managers have college degrees and are under 35 years old. The customer service managers have degrees in management and the software managers have degrees in computer science. Top management has told you that if this initial training is successful, they will hire your firm for a major contract. Your main contact is a 28-year old vice president who seems introspective. There are a number of paintings by Claude Monet around the vice president’s precisely organized room. The initial meeting with the VP started and ended right on time.

Your Objectives

Specify the precise material you would cover with each group of managers.
Specify how you would present the material: a) to the vice president, and b) to the two groups of managers.
Most importantly, provide a rationale for all your choices based on the material presented in the book.

Deep Dives

Deep Dive #1

What type of managerial communication skills does this clip illustrate?
What assumptions about effective communication does the clip make?
What communication skills are missing from the clip?

Deep Dive #3

What types of rules are illustrated in the clip(s)?
What organizational situations does the clip(s) remind you of?
Does a discussion of rules help or hinder organizational relationships? Explain.

Deep Dive #2

What type of managerial communication skills does this clip illustrate?
What assumptions about effective communication does the clip make?
What communication skills are missing from the clip?

Deep Dive Study Questions

What critical assumptions about communication does each manager make?
How does each manager define communication and organizational effectiveness?
What kind of organizational climate/problems/challenges would you expect each type of manager to cultivate?

This a short video related to finance, but the same principles hold for calculating probabilities of the meaning of terms or the interpretations of people.

Drill Down Exercises

Construct a mock dialogue between an Arrow manager and a Circuit manager about how to handle an employee who is consistently late to work.
Describe the Dance manager’s checklist for effective communication.
Identify a particular person who you would deem a poor listener. Describe three regulative and three interpretation rules frequently used by this person.