Public Management Communications in Organizations Thursday, March 24, 2016 Hun Myoung Park, Ph.D. Public Management & Policy Analysis Program Graduate School of International Relations Communications 1 • Communication Process: – Initiate (sender, encoding) – Transmit (channel) – Receive (receiver, decoding) • Sendermessageencoding • Channel (media) • Decodingdecoded messagereceiver 2 Communications 2 • Central to the exercise of authority. • Exchange information among components • Deliver products/services – Order (authority) – Budgets – Information • Input process in organization output 3 Communications 3 • “[H]ow effectively and easily information can be transmitted from its source to a decision center” and • “[H]ow effectively and easily the decision can be transmitted to the point where action will take place.” (Simon et al. 1991:220) 4 Communication Systems • Formal communications – Standard forms – Formal requirement • Informal communications – Indispensable, inevitable, annoying – Social relations with employees in various strategic parts of an organization • Internal & external (outward) communications • Horizontal (lateral) and vertical (up/downward) 5 Questions in Communications – How is information passed on in each structure ? – How do processes affect outcomes? – Who has direct access to the information ? – Do all members play an equal role in transmission? – Who waits for the information? – What are the advantages and disadvantages of each structure ? 6 Communication Assessments • Other dimensions of communications have received attention in the literature. – How does the amount of information sent relate to such factors as performance, pay and benefits? – Who communicates with whom and about what? – What determines whether recipients are satisfied with the information they receive? • The main issue with communication is “getting it right.” 7 Barriers of Communications 1 • Language” gobbledegook, jargon • Frame of reference: preconceptions, specialization effect, cumulative effect • Status distance: filtering and distorting in upward and downward (interpretation and reinterpretation) 8 Barriers of Communications 2 • Geographical distance: inadequacy of techniques, insufficient/excessive communications • Self-protection of the initiator • Time pressure of other work • Deliberate restriction (security vs. democratic control) • Censorship 9 Communication Problems • Barriers to Effective Communication • Lack of feedback: One-way communication, in which the receiver provides no return of information about whether and with what effect the information came across • Noise in communication: Interference with the message during its transmission, ranging from actual physical noise or distortion to distractions or interference from the presence of others, personal biases, or past experiences • Misuse of language: Excessively vague, inaccurate, inflammatory, emotional, positive, or negative language • Listening deficiencies: Receivers’ listening inattentively, passively, or not at all 10 Communication Problems • Barriers to Effective Communication Between Groups • When two groups define a conflict between them as a win-or-lose conflict • When one or both groups seek to aggrandize their own power and emphasize only their own goals and needs • When they use threats • When they disguise their true positions and actively distort information • When they seek to exploit or isolate the other group • When they emphasize only differences and the superiority of their own position 11 Communication Problems • Communication Distortions in Public Bureaus • Distorted perceptions: Inaccurate perceptions of information that result from preconceived ideas or priorities or from striving to maintain self-esteem or cognitive consistency • Erroneous translation: Interpretation of information by receivers in ways not intended by the senders • Errors of abstraction and differentiation: Transmission of excessively abstract or selective information; underemphasized differences in favor of similarities or excessive polarization of fairly similar positions 12 Communication Problems • Lack of congruence: Ambiguity or inconsistency between elements of a message or between the particular message and other sources of information, such as conflicts between verbal and nonverbal cues or between officially communicated values and policies and other communications indicating that these policies and values do not hold • Distrusted source: Failure to accept an accurate message because of suspicions about bias or lack of credibility of the source 13 Communication Problems • Jargon: Communication difficulties that result from highly specialized professional or technical language that confuses those outside the specialization (and often those within it). Some jargon has value, but officials may use inflated an pretentious language to appear knowledgeable or important, to intimidate or impede clients, to distort true intentions, or to evade accountability and scrutiny. • Manipulating and withholding information: Senders’ actively distorting or withholding information in line with their own interests and related influences that they seek to impose on the receiver 14 Group Formation, Norms • The communication structure determines how information flows through the group (e.g. circle , chain, wheel) and can have a profound affect on outcomes. • Group formation can be either voluntary or involuntary. • The decision to join a group and the functioning of the group is influenced by power structures. • As groups form, norms and standards develop, which in turn influence group behavior. • Effective leaders can impact group behavior 15 Teamwork 1 • “Groups can bring in more knowledge, information, approaches, and alternative than individuals. The participation of more people in group settings increases organization members’ understanding and acceptance of decisions; members have a better idea of what the group decided and why, and they can carry this information back to people in the outer units or groups to which they belong.” (p. 364) 16 Teamwork 2 • “… groups under the stress of making major decisions often exhibit the symptoms of groupthink. … to see the group as invulnerable to opponents, … to both see themselves as morally right and stereotype their opponents as incapable or immoral. … thus displayed groupthink symptoms, such as stereotyping the opposition, overestimating one’s own position, and stifling dissent. (p. 365) 17 Pros and Cons of Groups • Pros – Groups can outperform individuals as a result of the collective availability of talent, resources. – Group dynamics can motivate individuals. – Interaction can foster knowledge and creativity. • Cons – Groups can stifle individual opinions (groupthink). – Encourage the “wrong culture.” – Larger groups can have “free riders.” 18 Groupthink 1 • The work of Irving Janis on this topic is important to public managers. • A type of thought exhibited by group members who try to minimize conflict and reach consensus without critically evaluating ideas. • Independent thinking is lost in the pursuit of group cohesiveness as group members avoid promoting viewpoints outside the comfort zone of consensus thinking. • Groupthink is a decision making shortcut. 19 Groupthink 2 • “To avoid groupthink and its dangers, public executives and administrators need to learn to recognize its symptoms and correct them, or better yet, build mechanisms for accountability, impartial leadership, links to sound information, vigilance over process, heterogeneity of membership, and other factors that minimize groupthink” (Garnett, p.255) 20