Chapter 1: How Managers Communicate

Summary
This chapter presents three approaches managers take in their communications: the Arrow, Circuit and Dance. The Arrow manager believes that "effective expression = effective communication" and views the receiver as a passive information processor. The Circuit manager assumes that "understanding = effective communication." This manager believes that understanding will lead to agreement and that understanding should be the primary goal of communication. Both of these approaches simplify the communication process. A preferred approach is to use the "dance" metaphor, which expresses the nuances and complexity of organizational communication. There are many similarities of communication to dance: in both activities there are patterns that emerge and rules, written or unwritten, that govern behavior.

Outline

1. The Arrow Approach
   1. Judging effectiveness
      Communication effectiveness is…
      1. Being able to clearly and precisely put thoughts into words
      2. Speaking with credibility and authority on topics
      3. Getting desired results by talking to people
   2. Explaining communication breakdowns
      1. People are ignorant or subversive, as the meaning of words is self-
         evident and fixed and everyone should understand messages similarly
         
      2. Senders fail to "hit the target" because they don't utter the right words
      3. Communication breakdowns are the fault of the sender or the receiver
         
   3. Origins
      1. Technical training of many managers reinforces a stimulus/response orientation
         
      2. 2. "Speech teacher"
      3. Certain people may have personality predispositions to communicate in this way
         
   4. Evaluation
      1. Arrow managers assume that receivers are passive information processors
      2. Arrow managers inappropriately assume that words are containers of meaning
      3. Arrow approach encourages clear thinking, lucid expression and organized speaking
      4. Arrow approach appropriately links communication behavior and action
         
         
2. Circuit Approach
1. Judging Effectiveness
   Communication effectiveness is…
   
   1. Actively listening to workers to know what makes them happy
   2. Being sensitive to employees' needs and concerns, and then adapting messages to each individual
   3. Making employees feel included and understood
2. Explaining communication breakdowns
   1. People just "don't connect"
   2. People are poor listeners
   3. Organizations fail to develop the proper communication climate
      
3. Origins
   1. Human Relations School of management has influenced many leaders
   2. Some communication teachers encourage a Circuit orientation
   3. Some people has a natural affinity for the Circuit orientation
      
4. Evaluation
   1. Circuit managers incorrectly assume that understanding always leads to agreement
   2. Circuit managers inappropriately assume that understanding should be the singular goal of communication
   3. Circuit orientation highlights important communication skills such as providing feedback and building relationships
      
      
3. Communication as Dance
   Similarities:
1. Communication is used for multiple purposes
2. Communication involves the coordination of meanings
3. Communication involves coorientation
4. Communication is rule-governed
5. Communicators develop a repertoire of skills that may pass from the level of consciousness
6. Communication can be viewed as a patterned activity

IV. Conclusion