Pro-Logos - Diagnosing Organizational Communication

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Information about Pro-Logos - Diagnosing Organizational Communication
Business & Mgmt

Published on March 7, 2014

Author: jamesbohn

Source: slideshare.net

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Does your organizational communication target individual motivations?

PRO-LOGOS A PRACTICAL APPROACH TO DIAGNOSING COMMUNICATION PROBLEMS IN ORGANIZATIONS Dr. Jim Bohn ProAxios – Minneapolis, MN

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 Proactively turning intentions into reality. The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.

PRO-Logos Proactively turning intentions into reality. The dramatic need for communication across the enterprise The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.

Potential Communicators PRO-Logos Proactively turning intentions into reality. The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.

Potential Communicators PRO-Logos Proactively turning intentions into reality. The dramatic need for communication across the enterprise The logos creates coherence and unity, provides an orderly pattern for existence, and holds everything together.

• 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

THE DRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE  Instruction  Direction  Expectations  Course Correction  Vision  Recognition • 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.

Executives Directors Managers Supervisors Potential Communicators Customers Line Workers PROACTIVELY TURNING INTENTIONS INTO REALITY.

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.

What is preventing Logos from happening? Barriers to communication POTENTIAL COMMUNICATORS DRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE

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

Potential Communicators POTENTIAL COMMUNICATORS Barriers to communication The dramatic need for communication across the enterprise DRAMATIC NEED FOR COMMUNICATION ACROSS THE ENTERPRISE

BARRIERS TO COMMUNICATION Potential Communicators Behavioral Cognitive Cultural Geographic Emotional Motivational Organizational Social Spatial Temporal The dramatic need for communication across the enterprise

ALL ORGANIZATIONAL CHANGE IS MEDIATED THROUGH INDIVIDUALS … EDGAR SCHEIN INDIVIDUALS HAVE MOTIVATIONS WHICH MUST BE SATISFIED.

WHY DO PEOPLE WANT COMMUNICATION? SELF-DETERMINATION THEORY HAS THE ANSWER! Here’s why: These fundamental motivations are nonnegotiables … mess with them, and you’re in trouble.  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.

DIRECTING ORGANIZATIONAL COMMUNICATION TO INDIVIDUAL MOTIVATION Potential Communicators Behavioral Cognitive Cultural Emotional Geographic Motivational Organizational Social Spatial Temporal Competence The dramatic need for communication across the enterprise Autonomy Relationships

How does this forgetfulness affect employee motivation? 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

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? Competence The dramatic need for communication across the enterprise Autonomy Relationships

STORY #1 - - BIG PHARMA Competence  Regular updates for a pending Autonomy change. Relationships

ADDRESSING INDIVIDUAL MOTIVATION THROUGH ORGANIZATIONAL COMMUNICATION Potential Communicators Behavioral Cognitive Cultural Emotional Geographic Motivational Organizational Social Spatial Temporal Competence The dramatic need for communication across the enterprise Autonomy Relationships

“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 Potential Communicators Behavioral Cognitive Cultural Emotional Geographic Motivational Organizational Social Spatial Temporal The Ultimate Reason Competence The dramatic need for communication across the enterprise Autonomy Relationships Effectance Motivation (White, 1959)

SECOND DIAGNOSTIC QUESTION: HOW EFFECTIVE ARE THE COMMUNICATORS? Potential Communicators evaluate their competence. Competence Autonomy “I want to be effective at what I do.” “To make people understand what is expected of them.” Relationships

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 Competence Communication Apprehension Cultural Diversity

THIRD DIAGNOSTIC QUESTION: HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN THE ORGANIZATION?  Communication avoidance  Communication withdrawal  Communication disruption

HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?  Communication avoidance  Talking only as much as is absolutely required.

STORY #2 - BIG PHARMA  Communication avoidance  Reluctance to tell people of a big change for fear of reactions.  And the resulting backlash …

HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?  Communication withdrawal  Saying very little, if anything about a situation  Non-verbal communication is still manifest  Grapevine communication becomes the norm

STORY #3 - REORGANIZATION  Communication withdrawal  Saying very little, if anything about a situation  Non-verbal communication is still manifest  Grapevine communication becomes the norm

HOW DOES COMMUNICATION ANXIETY MANIFEST ITSELF IN ORGANIZATIONS?  Communication disruption  A “fight” response …

STORY #4 - MERGER AND ACQUISITION  Communication disruption  A “fight” response … “We’re all going to lose our jobs!”

COMMUNICATION: THE ESSENTIALS CONNECT THE DOTS  Rationale Competence  Timing  Proximity Autonomy  Reporting  Roles Relationships

FIVE WAYS TO PROACTIVELY TURN INTENTIONS INTO REALITY. Preparation Notification Coordination Confirmation Affirmation

BARRIERS TO COMMUNICATION Potential Communicators Behavioral Cognitive Cultural Geographic Emotional Motivational Organizational Social Spatial Temporal The dramatic need for communication across the enterprise

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.

 We offer plainspoken guidance for those who do the work.  Check out the Rapid Diagnostic @ www.ProAxios.com  info@proaxios.com  651-302-1574  Minneapolis, MN, USA  @DrJimBohn PRO/AXIOS ORGANIZATIONAL INSIGHT LEADING TO ORGANIZATIONAL TRANSFORMATION 3/7/2014

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