Being good at anything takes time and practice, communication is no exception. Through reading and reflecting on past work experiences over the last 5 weeks, I have learned that in order to be successful at organizational communication it takes good interpersonal skills, knowledge about ethics, and sensitivity to cultural differences. In the following pages I will explain what I have learned and show how I have become a more competent communicator.
As I started my Organizational Communication class I didn’t know exactly what to expect. I was born and raised in Western Washington in a predominantly white area and my work experience hasn’t been with any large organizations, which is what I thought the textbook focused on. I have life experience with cultural diversity outside of work but when it comes to workplace experience and the people I interact with on a professional level, they have mostly been white and lacking in cultural diversity. I found it difficult to relate to some of the topics in the book until I started looking at things on a more basic level. I get my perception of communication from my life experiences, personal and professional, and so does everyone else, so trying to exclude my personal life experiences would be impossible and would limit me in terms of understanding others.
In chapter 1, Shockley-Zalabak defines Organization as a “Result of the process of organizing; dynamic system in which individuals engage in collective efforts for goal accomplishment” (p. 15). America is full of individuals from all over the world with differing beliefs and points of view, making America very diverse culturally and not at all organized. America is also an Individualistic culture, with a high value on the self rather than the group, versus a Collectivist culture, one that has high group values, such as Asia (Adler & Proctor, 2006, p. 56). This being said, compared to the definition that was given, America is neither organized nor collective so it can take a sufficient amount of effort on the part of a native American to be a competent communicator.
This is part of what makes America so amazing. Regardless of where we were born, raised, or currently reside, all we have to do is go into the city, turn on the TV, or go online to experience a different culture. In my life I am on a Hawaiian outrigger canoe team, in WA State of all places, and am one of three white people in the group. Although these Hawaiians are Americans, their culture is quite different. Growing up on the mainland, I am much more explicit and inquisitive about people’s personal life, whereas they keep their personal happenings to themselves and I have yet to hear any of them gossip. There is also a difference between the older generation and the younger generation; the older isn’t as active and they live a very laid back “island” type lifestyle while the younger ones are very active and are always on the go. The younger generation also highly values education while the older generation has gotten by doing more labor intensive jobs.
My experience with this organization of people has been very eye opening. They are always positive and friendly, and always accepting of others. As soon as they meet someone that person is part of the “Ohana” or family. Shockley-Zalabak states “Diverse people bring different intrapersonal attitudes, experiences, expectations, and competencies to organizations. These differences can contribute to organizational effectiveness when those with different styles and values work together in interpersonal relationships characterized by mutual understanding and satisfaction” (p 163). I have formed strong interpersonal relationships with this specific group of people and have found that to be a large part of the satisfaction part.
Building positive interpersonal relationships is a key factor in affective communication. Interpersonal relationships are relationships between dyads, two people, such as a supervisor and subordinate or two people in the same department. Supervisor-subordinate relationships can be hard for some people to get accustomed to as subordinates often have communication apprehension, a level of fear or anxiety related to communication with others (Shockley-Zalabak, 2006, p. 156).
Having a strong identity or sense of self and high value of communication competency makes it easier for people to adapt to new interpersonal relationships with a supervisor or peer. Dewine and Frank have found that “perceived organizational communication relationships are considered to be the most important contributor to job satisfaction as an organizational outcome” (Shockley-Zalabak, 2006, p. 158). I have had both good and bad relationship with my supervisors and peers and I can relate to that statement.
I worked at an espresso stand back in High School with a boss that none of the workers could stand. Everyone would gossip behind her back, myself included, but that sort of jargon united the girls and we all felt like we had each other’s back. I didn’t see the boss on a daily basis so my relationship with her had little effect on my job fulfillment. The interpersonal relationships I formed with my peers were strong enough and gave me enough workplace satisfaction that I stayed at that job all through High School.
The last job I had I worked for my friends father, whom I had know for 10+ years. We had a long standing interpersonal relationship that sometimes got in the way of business. I knew more about his personal life than anyone else at the workplace and I would sometimes find myself disclosing too much information about him to others when he was being stubborn or rude to me. I would vent to admins’ at other locations about him, because they had worked with him before and knew how temperamental he could be, but that does not excuse my actions. In the Johari
Values and ethics can play a large role on job place satisfaction too. If you are always put in ethical dilemmas and having to make tough decisions, you might not be able to focus on your work and start resenting people you work with. Shockley-Zalabak describes ethics as “Moral principles that guide judgments about good and bad, right and wrong, not just effectiveness or efficiency” (p. 118). So the ethical choice and the choice that is most beneficial for the organization aren’t always the same. For example, a marketing manager at a large corporation wants to take off the warning label on a food product so they can make more room for a catchy display. You notice this change and say that the warning label needs to be displayed on the product or the company could be fined by the FDA, a consumer could get sick, or a consumer could sue the organization for improper labeling. The manager is thinking about how much more product he can sell and how much money the catchy display could bring the company but you know ethically, if you were the consumer, you would want all of the facts on the product you are purchasing. Full disclosure on the organizations part is needed for you to feel morally right being a part of the decision making.
I have not been faced with many ethical dilemmas in my work experience but one that I can think of did cost my last company quite a bit of money. I used to do the record keeping for safety logs and welding certifications. Workers needed to have taken certain safety classes in order to enter tanks, to have breathing respirators, and to enter facilities and I made the spreadsheets for my area. My boss was bidding a job and asked if I could fudge the records and send them to a Facility Manager in order for our guys to enter the tank farm. I noticed that the guys were not in compliance and had not taken the proper classes to perform the work needed and I told my boss that I would not lie and potentially put people’s lives in danger. We ended up not getting the job but I felt that I did what was morally right.
I always treat others as I want to be treated, that is something that I value highly, but others don’t always see my point of view. Having a set code of ethics in the workplace makes it easier for people to decipher what is right and wrong without having to be put in a situation that puts your interpersonal relationships at risk. Karl Wallace developed a general set of guidelines that when applied to an organizational climate and ethical decision making among groups “when they thoughtfully analyze problems and issues, are open to diverse types and sources of information, conduct their deliberations openly without hidden agendas, and not only respect different viewpoints but also encourage disagreement and dissent to produce superior ideas and solutions” (Shockley-Zalabak, 2006, p. 122). Being open and honest, not withholding any relevant information, and not having any hidden agenda allow ethical decisions to be made.
I have found that organizational communication can refer to any group that shares a common goal, not just a career or job. I am currently unemployed so I have been able to see other organizations that I am part of and am thankful for the new understanding I have. On page 5, Shockley-Zalabak (2006) defines communication competency as “composed of knowledge, sensitivity, skills, and values. Competence arises from interaction of theory, practice, and analysis”. The knowledge on ethical communication that I gained, the sensitivity to cultural differences that I now know, the skills that I have practiced through class work and the values that I hold toward interpersonal relationships will help me in my future organizations and overall satisfaction of life.
Shockley-Zalabak, P.S. (2006). Fundamentals of Organizational Communication, Sixth Edition. Boston: Pearson.
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