Post on 22-Sep-2014
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PRO-LOGOSA PRACTICAL APPROACH TO DIAGNOSING COMMUNICATION PROBLEMS IN ORGANIZATIONS
Dr. Jim BohnProAxios – Minneapolis, MN
-PRO LOGOS
In Greek philosophy, logos referred to the ordering principle behind the universe, the all-pervasive creative energy at the source of all things. The philosopher Heraclitus (sixth century bc) declared this principle always existed and was responsible for all things. The Logos was ultimate reality, the ever-present wisdom organizing the universe. The Stoic philosophers developed this idea further in the third century bc, and envisioned the Logos as the rational principle of the universe that made everything understandable. The Logos was the impersonal power that originated, permeated, and directed everything.
Barry, J. D., Grigoni, M. R., Heiser, M. S., Custis, M., Mangum, D., & Whitehead, M. M. (2012). Faithlife Study Bible. Bellingham, WA: Logos Bible Software.
Dia-meter
Dia-Logos
The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.
PRO-Logos
The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.
Proactivelyturning intentions
into reality.
PRO-Logos
The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.
The dramatic need for
communication across the enterpriseProactively
turning intentionsinto reality.
PRO-Logos
The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.
Potential Communicators
Proactivelyturning intentions
into reality.
PRO-Logos
The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.
Potential Communicators
The dramatic need for
communication across the enterpriseProactively
turning intentionsinto reality.
The dramatic need for
communication across the enterprise
• Coordination of activities - getting people together takes effort, clear focus, clear agendas
• Knowledge of the future • Knowledge of roles • Knowledge of what has happened • Knowledge of victories
THE DRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE
InstructionDirectionExpectationsCourse CorrectionVisionRecognition
• People make mistakes, and those mistakes can be costly to a business and to people!
• Ineffective communication stifles energy and leads to low productivity - more time spent on people struggles than output
• Misunderstood goals cause misdirection of effort.
• Misunderstood definitions – “Deployment”, "Change Management."
• Misunderstood instructions – the details required to effectively use one’s energy.
UNCERTAINTY HAS A COGNITIVE COST
“Communication Overhead” is the amount of cognitive effort people must expend to understand their roles and responsibilities if clarity is lacking.
MacMillan, J., Elliot, E., & Serfaty, D. "Communication Overhead: The hidden cost of team cognition" in Team Cognition, Salas & Fiore (2009), Washington D. C.: APA press. ISBN 1-59147-103-6.
PROACTIVELY TURNING INTENTIONS INTO REALITY.
Potential Communicators
Executives
Managers
Supervisors
Directors
Customers
Line Workers
POTENTIAL COMMUNICATORS – BEHIND THE CURTAIN
Their own agendas.Their own responsibilities.Their own level of skill and competence.Their own histories.Their own experience (good and bad).Their own motivation.Their own context in the organization.
POTENTIAL COMMUNICATORSDRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE
What is preventing Logos from happening?
Barriers to communication
SOME REASONS COMMUNICATION FAILS …
Executives are especially vulnerable to the belief that their words and concepts will be carried out, largely because of positional power in their organizations.
Delegator versus dictator continuum People expect their orders will be obeyed
People assume communication has occurred
The dramatic need for
communication across the enterprise
Potential Communicators
Barriers to communication
POTENTIAL COMMUNICATORS DRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE
BARRIERS TO COMMUNICATION
Emotional
Cognitive
Spatial
Behavioral
Organizational
The dramatic need for
communication across the enterprise
MotivationalPotential
Communicators
Temporal
Social
CulturalGeographic
INDIVIDUALS HAVE MOTIVATIONS WHICH MUST BE SATISFIED.
ALL ORGANIZATIONAL CHANGE IS MEDIATED THROUGH INDIVIDUALS … EDGAR SCHEIN
WHY DO PEOPLE WANT COMMUNICATION?SELF-DETERMINATION THEORY HAS THE ANSWER!
Competence – I want to be effective at what I do.Autonomy – If you’re going to mess with my
freedom, I want a say in the matter. Relationship – The people in my life are important;
don’t mess with them.
Here’s why: These fundamental motivations are nonnegotiables … mess with them, and you’re in trouble.
DIRECTING ORGANIZATIONAL COMMUNICATION TO INDIVIDUAL MOTIVATION
The dramatic need for
communication across the enterprise
Potential Communicators
Competence
Autonomy
Relationships
Spatial
OrganizationalMotivational
Temporal
Social
Behavioral
Geographic
Cognitive
Emotional Cultural
There is often a forgetfulness by executives who have been discussing something for a long time, yet expect others to adapt immediately, as if others had been part of the conversation.
Competence
Autonomy
Relationships
How does this forgetfulness affect
employee motivation?
PURPOSE OF DIAGNOSIS
The purpose of diagnosing Organizational Communication is to address the motivational needs of communicators and receivers.
FIRST DIAGNOSTIC QUESTION:DOES THE COMMUNICATION SUPPORT INDIVIDUAL MOTIVATION?
The dramatic need for communication across the enterprise
Competence
Autonomy
Relationships
STORY #1 - - BIG PHARMA
Regular updates for a pending
change.
Competence
Autonomy
Relationships
ADDRESSING INDIVIDUAL MOTIVATION THROUGHORGANIZATIONAL COMMUNICATION
The dramatic need for
communication across the enterprise
Potential Communicators
Competence
Autonomy
Relationships
Spatial
OrganizationalMotivational
Temporal
Social
Behavioral
Geographic
Cognitive
Emotional Cultural
The dramatic need for
communication across the enterprise
Potential Communicator
s
Competence
Autonomy
Relationships
Spatial
OrganizationalMotivational
Temporal
Social
Behavioral
Geographic
Cognitive
Emotional Cultural
EffectanceMotivation
(White, 1959)
The Ultimate Reason
“Change agents can reduce accusations (of misrepresenting a change)by being as truthful, realistic, and accurate in their depictions of the change …”Resistance to change: the rest of the story. Ford, Ford, & D’Amelio, 2008
SECOND DIAGNOSTIC QUESTION:HOW EFFECTIVE ARE THE COMMUNICATORS?
Potential Communicatorsevaluate their competence.
“I want to be effective at what I do.”
Competence
Autonomy
Relationships
“To make people understand what is expected of them.”
COMMUNICATION COMPETENCE
Perception of one’s own communication competence is a key element of Willingness to Communicate.
THE PRIMARY COGNITIVE BARRIER TO EFFECTIVE COMMUNICATION: WILLINGNESS TO COMMUNICATE (WTC)(MCCROSKEY & RICHMOND, 1985)
“Whether a person is willing or not willing to communicate, either in a given circumstance or more generally, is a volitional choice which is cognitively processed.”
Booth-Butterfield, M. 1990. Communication, Cognition and Anxiety. J Soc Beh and Personality, Vol. (5), 2, 19-37.
CONSTRUCT: WILLINGNESS TO COMMUNICATE
Antecedents: Introversion Self-Esteem Communication CompetenceCommunication ApprehensionCultural Diversity
THIRD DIAGNOSTIC QUESTION:HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN THE ORGANIZATION?
Communication avoidanceCommunication withdrawal Communication disruption
HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?
Communication avoidanceTalking only as much as is absolutely required.
STORY #2 - BIG PHARMA
Communication avoidanceReluctance to tell people of a big change for
fear of reactions. And the resulting backlash …
HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?
Communication withdrawalSaying very little, if anything about a situationNon-verbal communication is still manifest Grapevine communication becomes the norm
STORY #3 - REORGANIZATION
Communication withdrawalSaying very little, if anything about a situationNon-verbal communication is still manifest Grapevine communication becomes the norm
HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?
Communication disruptionA “fight” response …
STORY #4 - MERGER AND ACQUISITION
Communication disruptionA “fight” response … “We’re all going to lose
our jobs!”
COMMUNICATION: THE ESSENTIALS CONNECT THE DOTS
RationaleTimingProximityReporting Roles
Competence
Autonomy
Relationships
NotificationPreparation ConfirmationAffirmatio
nCoordination
FIVE WAYS TO PROACTIVELY TURN INTENTIONSINTO REALITY.
BARRIERS TO COMMUNICATION
Emotional
Cognitive
Spatial
Behavioral
Organizational
The dramatic need for
communication across the enterprise
MotivationalPotential
Communicators
Temporal
Social
CulturalGeographic
Thank you!
DECI & RYAN REFERENCES
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227-268.
Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55, 68-78.
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@DrJimBohn
04/07/2023
ORGANIZATIONAL INSIGHT LEADING TO ORGANIZATIONAL TRANSFORMATION