Proposing a New Organizational Communication Structure

Introduction

Communication structure is important in any organization because communication is what keeps the various parts informed, aligned, and supportive of one another. Communication can flow downward from the top of the organization to lower levels, upward from lower levels to the top, horizontally among colleagues and co-workers, and diagonally among departments. In short, communication structures matter because if communication breaks down, performance and efficiency can be affected, silos can develop, and the organization can be prevented from achieving its aims (Neill & Jiang, 2017). Successful communication within an organization, however, depends upon the application of essential concepts — such as how organizational culture can support communication flows, and how active listening can build rapport among colleagues. This paper explores and discusses five essential concepts for developing a new communication structure: active listening, organizational culture, conflict resolution, leadership strategies, and formal and informal communication.

These concepts can serve as stepping stones to strengthening a new communication structure, functioning as the foundation and infrastructure of solid communication. Foundationally speaking, organizational culture will be the most important concept; supporting the structure, however, will be leadership, conflict resolution, formal and informal communication, and active listening.

Active Listening

Active listening is a critically important part of communication because it enables one to hear all of a message — even that which is conveyed non-verbally. It is a skill that anyone can cultivate, and it is especially important among leaders who wish to demonstrate servant leadership and emotional intelligence (Jonsdottir & Fridriksdottir, 2020). Active listening helps others to see that their message has been received, as active listeners give feedback — repeating back what was said or giving an indication of reception. Most importantly, active listeners establish rapport and build trust by demonstrating attentiveness and concern for what is being communicated, and by showing appreciation for the communicator and the information passed along. Active listeners never take anything for granted, never appear dismissive or discourteous, never seem preoccupied when receiving a communication, always reply promptly and with thoughtful feedback, and always foster a spirit of camaraderie by engaging in a two-way flow of communication that is socially and emotionally sensitive (Jonsdottir & Fridriksdottir, 2020).

The keys to adopting an active listening strategy include giving the speaker undivided attention and showing that the message is being received. This can be accomplished by repeating back the main idea of what was said, using the speaker's own words to demonstrate that you heard them, or giving verbal and non-verbal cues of reception (Jonsdottir & Fridriksdottir, 2020). Paying attention and demonstrating that attention are ways of giving the speaker the respect and confidence needed to come forward with a message. If one does not feel appreciated or confident that a message will be received well, there is the risk that the communication will never be made at all. When communications are not made, gaps appear, processes break down, performance suffers, and the organization fails to meet its goals. In practice, active listening can change the communication culture of an organization almost overnight: people feel more upbeat, more responsive and responsible, more appreciated, more accommodating, and more satisfied in the workplace.

Two additional keys to active listening are deferring judgment and responding appropriately. If one receives information that might initially provoke a strong reaction, it is best to defer judgment until more information has been obtained — because additional data may alter how one views the situation. One should never be quick to judge based on an initial communication. Equally important is responding appropriately: if a message is sent via email, the appropriate response is a prompt email acknowledging receipt, followed by a substantive follow-up if the message warrants it.

Conflict Resolution

When it comes to communication, few concepts are more important than how conflict is resolved. Conflict is often an issue of power — who holds power, who perceives power, and how power is exercised. As Hocker and Wilmot (2014) point out, "if you see yourself as low power you are likely to keep silent even when you disagree — giving the impression that you agree when you don't" (p. 107). People in an organization need to know how to deal with conflict in a meaningful way. Some believe that conflict is inherently bad and should be avoided at all costs — but avoidance is itself a form of conflict management and is not always the healthiest approach: "The avoider may sidestep an issue by changing the topic or simply withdrawing from dealing with the issue" (Hocker & Wilmot, 2014, p. 152). Avoidance only leads to deeper problems down the road.

One of the keys to effective conflict resolution is applying social and emotional intelligence to the situation (Sanchez-Nunez et al., 2015). These are skills that can be developed and are typically possessed by effective leaders, but they depend on a person's ability to manage his or her own emotions while simultaneously reading others' emotions and acting in a way that supports positive thinking and interaction. Emotions can quickly escalate and cause a conflict to spiral out of control; that is why calm, rational, and controlled thinking is essential even in the face of a hostile situation. It should be remembered that conflict is normal and organic in any organization — wherever people are encouraged to communicate, think independently, and collaborate, there will always be potential for conflict. This potential should not be avoided. Some of the most productive breakthroughs in teamwork emerge from the early stage of conflict, when people surface issues openly and work through them toward a sense of cohesion, defined roles, and shared identity.

Conflict resolution strategies are most effective when workers have received proper training. All employees, and especially managers and leaders, should participate in a conflict resolution program where skills, practices, and methods can be learned and applied when needed. Without this training, workers are unlikely to have a clear sense of how to resolve conflicts and may rely on vague, ad hoc approaches. The organization must take conflict resolution seriously so that its members can address conflict without fear and without the risk of escalation into something catastrophic.

Conclusion

The communication structure is an integral part of any organization — it is the grease that keeps the gears turning. When communication breaks down, the grease dries up and the gears fail to turn as they should. Communication strategies should be taught to workers and practiced consistently by leaders. The keys to implementing a new communication strategy are to focus on the five essential concepts of active listening, conflict resolution, leadership strategies, formal and informal communication, and organizational culture.

Active listening promotes engagement and appreciation among workers and demonstrates that messages are genuinely being heard. Conflict resolution strategies should be embedded in training programs so that tense situations can be resolved without escalation or fear. It should also be remembered that conflict is normal and natural — it should not be avoided but rather handled effectively. Leadership strategies for promoting communication include being present, focusing on directness, clarity, and purpose, and both providing and soliciting feedback. Formal and informal communication channels should be used in tandem, complementing one another and reflecting the cultural values of the organization. Finally, organizational culture is where the rubber meets the road — it is the environment that either enables or inhibits effective communication throughout all levels and rituals of the workplace. When all five concepts are addressed intentionally and together, they provide a robust framework for a communication structure that can sustain organizational performance and well-being.

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