CommAssignment 2A
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Western Governors University *
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120.601
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Communications
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Jan 9, 2024
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docx
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Uploaded by ColonelBoar3829
A.
Evaluate two types of organizational strategies
Organizational communication is a critical aspect of ensuring smooth operations and success within a business. One common communication strategy is direct communication. Direct communication is clear, concise, and unfiltered. It involves the clear and explicit exchange of information between parties without any ambiguity. Direct communication aims to relay messages in a straight-forward manner, leaving little room for misinterpretation . A second communication strategy is pivoting communication. Pivoting communication involves adapting and shifting approaches in response
to unexpected changes or challenges which arise. This approach encourages open dialogue, collaboration and proactive responding.
Imagine a software development company working on a high-stakes project for a client. The project involves developing a complex software solution with tight deadlines and numerous interdependent tasks. In this scenario, the company utilizes both direct and pivoting communication strategies.
The project manager employs direct communication when providing clear instructions to the development team. Direct communication ensures that each team member understands their specific roles, responsibilities, and the overall project goals (Ting-Toomey, 1999). For instance, the project manager may conduct regular team meetings to discuss project milestones, address concerns, and clarify any ambiguities. This approach minimizes the chances of misunderstandings, streamlines the workflow, and fosters a sense of accountability among team members.
Three attributes that correlate with direct communication in this context include clarity, transparency, and efficiency (Hartman & Galle, 2002). Clarity ensures that information is conveyed in a straightforward manner, leaving no room for misinterpretation. Transparency is crucial for building trust
within the team, as team members are kept informed about project progress and challenges. Efficiency
is achieved through direct communication by reducing the likelihood of errors or delays caused by miscommunication.
In a dynamic project environment, unexpected challenges and changes are inevitable. Pivoting communication becomes essential in such situations (Villas-Boas, 2004). For example, if the client alters certain project requirements or timelines, the project manager employs a pivoting communication strategy. Instead of adhering strictly to the initial plan, the team is informed promptly about the changes, and a collaborative discussion ensues to adapt to the new circumstances. This flexibility allows the team to adjust their strategies and resources accordingly.
Three attributes associated with pivoting communication include adaptability, collaboration, and
resilience. Adaptability is key, as the team must be ready to adjust their approach in response to changing circumstances. Collaboration is fostered through open communication channels that encourage team members to share their insights and ideas on how to navigate challenges. Resilience is developed as the team learns to bounce back from setbacks and continue working towards project success despite unexpected changes.
In this business scenario, the combination of direct and pivoting communication strategies proves effective in managing a complex software development project. Direct communication establishes a solid foundation by providing clarity and transparency, while pivoting communication enables the team to adapt and collaborate in response to unforeseen challenges. The attributes associated with each strategy contribute to the overall success of the project by fostering a communicative and resilient team culture. This demonstrates the importance of employing a mix of communication strategies based on the specific needs and dynamics of the business environment.
References
J. Miguel Villas-Boas, (2004) Communication Strategies and Product Line Design. Marketing Science 23(3):304-316.
Ting-Toomey, Stella. Communicating Across Cultures. New York: The Guilford Press, 1999.
Yrle, A.C., Hartman, S. and Galle, W.P. (2002), "An investigation of relationships between communication style and leader
member exchange",
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Journal of Communication Management, Vol. 6 No. 3, pp. 257-268. https://doi.org/10.1108/13632540210807099
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