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I
CRGANIZATIGNAL CONrLICT AND COfTKyiUNI CATION
by
GERALD BEl/AN LARSON, B.B.A
A THESIS
IN
lYlANAGEiYlENT
Submitted to the Graduate Faculty of Texas Tech University in
Partial Fulfillment of the Requirements for
the Degree of
MASTER GF BUSINESS ADF/II NT 3TRATI0N
Approved
August, 1970
ACKNOUiLEDGITlENT
I wish to express my sincere appreciation
to Dr. Louis D. Ponthieu for his counsel and
direction of this study.
11
CONTENTS
ACKNOUJEEDGh^ENT
I, INTRODUCTICN
Statement of the Problem
Objectives of the Study
Anticipated Contributions of the Study
Limitations of the Study
Definition of Terms
Sources of Data and Research Fdethodology
Revisw of Related Literature
Preview of the Organizational Plan
II, THE CONSEQUENCES OF COFiirnUNI CATION
Communication—Tha Lifeblood of the Organization and iYlan
Efficiency and Effectiveness in Operations Achieved through Proper Communication
Communicatiori Failure Results in ^ Conflict—The 'Ii'aste
A Healthy Tfian in Rebellion
Conclusions from Related Literature and Guidelines
Conclusion
I I I . COrdiilUiMTCATION ATJD CONFLICT: CGfilPATI 31 L I TV AND PROGRESS
The New Communicat ion-—A B l e s s i n g f o r A l l
The New [dan's R o l e Has Naads T h a t I^Tust Be S a t i s f i e d
1 1
1
1
2
2
3
3
7
7
12
13
13
23
28
32
3^
35
35
40
1 1 1
The Business Organization Flexes to Allouj Change to Perpetuate the Country
Sociological and Psychological l/ariables That Can Be Tested Against the Conclusion-Quantification of Results
44
47
Long-run Utopia for a New n'lan with a New Language in tne Dynamic New Organization-Guidelines for the Organization
Conclusions
51
51
l U . SUIYirflARY GF CONSIDERATIONS AND CONCLUSIONS DRA'JIN FROr/1 DATA
BIBLIOGRAPHY
53
56
I V
CHAPTER I
T r. NTRODUCTION
The most serious problem of the present is how to deal
with conflict. The biggest challenge, then, is how to
avoid conflict.
The earliest and perhaps, ultimately, the most important conflict is that between the cnild and family in which he grows up. The process of socialization, by which the child becomes a member of a CLilture, is a constant process of conflict.^
The society of today has a more intense generation gap
than previous ones, and the younger generation is going to
win the conflict, hands down. Uihat is the conflict all
about? Perhaps the best explanation is the younger genera
tion's philosophy that life should be enjoyable for everyone,
with efficiency and effectiveness, and they oppose barriers
to this doctrine. The establishments that do not understand
this u/ili conflict with this force that is trying to live
life and become human.
Statement of the Problem
The avoidance of conflict for the business organization
and man through communication is the problem to be solved.
The problem presented is that if businesses ao not communicate
Kenneth E. Bculding, Ccnf1ict 3.no De snse (New York Harper Sa Brothers, 1962), p. 157.
to their employees all information not of a confidential
nature, they will have conflict. The reason for tha conflict
is because the employees demand to know what is happening
so that they may feel a part of a coordinated team. Getting
the word late, biased, or not getting the word at all, is
not acceptable in today's new society.
A demand for greater understanding between the people
and the organization is necessary if conflict is to be
avoided. Every generation has a cause to fight for. The
full disclosure of truth, which is demanded by the new
generation, is a most worthy and obtainable cause. Ulith
greater understanding comes greater efficiency and effective
ness.
Objectives of the Study
The objectives of this study were:
1, to review the literature of communication, conflict,
and conflict avoidance with the new generation; and
2. to apply a conclusion to suggest normative guide
lines for botn man and the organization to iDecome
more efficient and effective.
^nticipated Contribution'^ of the Study
The results of this study could be useful to ail busi
nesses, especially larger ones, to make them aware of the
changing conditions in the country and what they must do to
keep up with the times.
The value of this study is in showing that the changes
in society demanded by the new generation are real, and
that business now has an additional duty to communicate
properly, rfiore efficiency and effectiveness will be returned
to business organizations which practice open communication.
This report is designed to convince conservative
businessmen of the older generation to accept the changes.
This faster moving world brings about more rapid changes
in new methods and ideas. Compatibility without conflict,
thereforej necessitates adaptability.
Limitations of the Study
'i'his study was limited to secondary research in the
area of ccnflict, communications, and the new generation.
It was influenced by the researcher's personal knowledga
gained by being a part of this new generation.
This study was not designed to provide a method of
determining the actual degree of communication, but rather
as a broad theoretical guideline.
Definitions of Terns
Conflict:
A situation of competition in which the partias are
aware of the incompati::ility o^ J J ^ e positions and in
which each party wishes to occupy a position that is incom
patible with tne wishes of the other, and "lensions arising
from incompatible unconscious wishes simultaneously opera
tive,"^ and "Direct and conscious struggle between individuals 3
or groups for the same goal."^
Behavior :
"A generic name for all modes of muscular or glandular
response of the organism to stimulation. Denotes modes of
mental activity," and "Any response or reaction of an indi
vidual, including not only bodily reactions and movements,
but also verbal statements and subjective experiences."^
Role:
Individual expectations that exist in an organization,
and "A person's role in any situation is defined by the set
of expectations for his behavior held by others and by the
person himself,"
Orqanization:
A structure of roles tied together by lines of communi
cation, and "A rational coordination of the activities of a
number of people for the achievement of some explicit purpose
Philip L. Harriman, Handbook of Psychological Terms (Totowa, New Jersey: Littlerieid, Aaams d; Lo, , i^Jcoj, p. 39.
3 George A. and Archilles G. Theodorson, A ifndern Dic
tionary of Scc 101Ggy ('Jew York: Thomas Y. Croi'ieil Company, 1969), p. 7i~
Howard G. Uarren, Dj.cticnary of P^sychology (Boston: Houghton r-iifflin Co., 1934 j, p. 3G~.
5 Theodorson, p. 27,
" Ibid. , p. 352.
or goal," and "An energic input-output system in which
a
the energic return from the output reactivates the system,""
Group :
A sub-population within some larger population with
which individual persons may be identified, and "Two or more
g persons in psychological relaticnshio to one another," and
"A group is further characterized by direct or indirect
communication among its members, standardized patterns of
interaction based on a system of interrelated roles, and some
degree of interdependence among members."
Individual:
„11 "A single organism-human being," ~ and "Singleness
of being in contrast with groups on one side and organs or
12 parts on the other."
Communication
"Communication is the process of effecting an inter-
•7
Edqar H. Schein, Grqanizational Psychology (Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1965), p. 8.
g Daniel Katz and Robert L. Kahn, Tha Social Psychology
of 0rganizatiGn (Nsw York: John lUiley & Sons, Inc., 1957), pp. 223-24.
G
" H a r r i m a n , p. 77 .
10.
11
Theodorson , p, 176.
UJarren, p. 135,
12 Horace B. English, A Students Dictionary of Psvrho_l_a_2-
ical T?rms (Neiu York: Harper ana Brothers Publishers, 1934;, p. 111.
6
change of understanding between two or more people," and
"Communication forms the basis for ail social interaction;
it enables the transmission of cumulative knowledge and
makes possible the existence of empathic understanding among
individuals."
Society:
"Aggregate of people that is self-sustaining, that has
a definite location and a long duration, and that shares a
way of life,"" and "A group of people with a common and
at least somewhat distinct culture who occupy a particular
territorial area, having a feeling of unity, and regard
themselves as a distinguishable entity."
Generation:
Entire body of individuals born and living at about the
same time, and "A generation comprises all those members of
a society whose behaviour towards each other and towards
members of other generations is based on the fact that they
are contemporaries, or that they are descended by the same
13 Lee Thayer, Communication and Communication Systems
(Homewood, Illinois: Richard D. Irwin, Inc., 1968), p. 13. Theodorson, p. 62,
15 Bernard Berelson and Gary A. Steiner, Humaf;! Eehavior;
An Inventory of S^jientific Findinas (New York: Harccurt, ^ — ' ^ - • — ^ — — — — • — • • - • • • — — . . . — .1 - , , • • — ^ — -• — • \
Brace & i'orid, inc., 1964), p. 587. 16 yheodorson, p. 398
17
number of degrees from a common ancestor," and "A genera
tion is a human variation; every generation manifests a
certain vital attitude. Generations are born one after
the other, each encountering the forms of the previous
one."^^
Sources of Data and Research rflnthodoloqy
The sources of data for this study consisted of a
comprehensive review of the literature related to communi
cation, conflict, and conflict avoidance with the new
generation.
The methodology consisted primarily of relating the
conclusions in the literature and forming a conclusion
through deductive reasoning.
Review of Related Literature
David Riesman, in his book The Lonely Crowd, presents
a contrast in the values of the "inner-directed" person
of yesterday with the "other-directed" person of today.
He also says:
The newer industrial revolution which has reached its greatest force in America is concerned with
17 Elizabeth D. Bacon, A Dictionary of the Socj- l
Sciences, sd. by Julius Gould and 'ij'illiam L. Kolb (Mew York: The Free Press, 1964), p. 284.
18 Julian f'!arias. International Encyclopedia of the
Social ScJGnces, ed. by Ds-jid L. Sills (rJ e w Y c r k: The Wacmiilan Conoany and Ths Free Press, 'Jolume 6, 19 68;, p. 39.
6
techniques of communication and control, not of tooling or factory layout. The era of economic abundance and incipient population decline calls for the work of men whose tool is symbolism and whose aim is some observable response from people.
Harry UJinthrop presents the world of the "new-
19
generation," the pursuers of pleasure and the rejectors of
myth. For the first time in the twentieth century the
two generations literally do not inhabit the same world.
He says:
The conflict is between the values of industrial man, represented by members of older generation, and values of post-industrial man, represented by members of avant-garde of younger generation. All thoughtful and humane persons must take sides.2^
Elwin Powell sees the conflict a little differently:
The locus and source of conflict are not in the individual but the process of institutional dislocation. As institutions lose a grip on their participants and their public, they become coercive, and coercion intensifies the antagonism of those already alienated from the system.^1
A very interesting view of corporation control as a
result of conflict, from whatever cause, is related by
Arnold S. Tannenbaum:
David Riesman, The Lonely Crowd (New Haven: Yale University Press, 1961), p. 128.
on
Harry Uiinthrop, "The Alienation of Post-Industrial lyian," The Hidwest Quarterly (Pittsburg, Kansas: Kansas State College of Pittsburg), IX, No. 2, 136-37.
Elwin H. Powell, "Reform, Revolution and Reaction, A Case of Organized Conflict,'* The New Sociology (New York: Oxford University Press, 1964), p. 3*31.
That while conflict may have a bearing on the shape of the control curve, its most predictable effect will be on the average height of this curve. Conflict may be associatsd with a high degree of control either by members or by leaders, but an increase in total control.22
In reviewing further the literature of organizational
conflict, communication, and leadership, the researcher finds
that the area needs to be further researched and explored.
It seems that work in the past represented a person's salva
tion, and to dispute authority would be like taking the bread
off of the table. Progress has removed this extreme, of
course, but yet a lot of the literature has this connotation.
Gone are the times of the hard-nosed management approach of
the 1920's and 193D's, the human relator model of the 1940's,
and management by pressure style of the 1950's. The 1960's
should go down in history as management by situations, or
management by objectives. Each period naturally produces
an abundance of literature, and because of this, timing is
critical until everyone will be well versed on the present
situation of management by objectives.
But can the country allow the continuation of this
lapse of education, especially now when changes occur daily
that used to take years, and group pressures are greater
than ever before witnessed in this country? The author
says no, and the report will bear this out. Hlanagement must
Arnold 5. Tannenbaum, Control in Organizations (r.uu York: P(]cGraw-Hill FJcok Co., 1968), p. 40.
10
now hear the demands of the new society.
lUhen of s when with lead fact ever high mech cond succ long
communi train ar the foe his sen to less
ions. T , is tha probabi
anism ma itions 0 ess of a -range f
ca tio e pre al pe der s, seve
he fl t low lity y gen ne tr voida ailur
n rate s e r> t i r s o n c conf 1
re inn ow in commu
of con era te ies to nee te
e. 23
s are high, all tnese signs n response to high ccnTlict; ommunicateo less frequently icting pressures from them er conflicts and dissatis-avoidance responses, how-nication is associated with flict. Withdrawal as a more intensely the very avoid. The short-range nds to be coupled with a
Harold Koontz and Cyril G 'Donnell give a good background
-of information in all phases of management. Some of the diffi
culties in the areas of communication and leadership they
mention are:
Failu "barrier and y neede known
re to C
«
se et it i d m e 3 s a human
everybody k n, or d matio
canno neces open are s shoul commu messa of in of in
t commu sary to to sele ometime d guide nicatio ge qua! t e g r i t y formal
ommun ems b s a f ges. tende n o uj s , e l i b e n i c a t sele
cting s GUi mana
n by ity, of o
organ
icate oth a act t The
ncies " to ratel e eve ct, noth
Ity. qers atten condi r g a n i izati
ston hat r eas to
prcc y to ry th This inq, The towa cion tion zed on. 2
o th ishi mana ons be 1 rest emb
ing, lea of fol
rd e to
s fo effo 4
e un ng a gers are azy, inat arra it
ves whic lowi stab four r re rt.
initiated this nd unforgivable, fail to transmit
found in well-to assume that
e, to hog infor-ss. Since one is obviously the door wide h all managers ng principles lishing good critical areas:
caption, maintenance and taking ad\yantage
It is recognized that the individuals who are employed in enterprise have objectives to accomplish
Robert L. Kahn, et al. Organizational Stress (New York: John iiley & Sons, Inc. , 19S4), p. 222.
24 Harold Koontz and Cyril 0'Donnell, Principles o^
nianaqenent (New York: "'cGraw Mill Book Co., 1964 y, po, 508-09
11
which but a It is be ac for t there and e vidua inter subor is vi contr is th
are re a of
comp he o mus
nter 1 go ests dina tal ibut e ba
not Iso para lish rgan t be pris als of tes that ion sis
only diffe mount ed, f ized comp
e coa can a the f are r each
to en of ov
differ rent fr import
or this a c t i V i t lementa Is—ach nd does irm and awarded indivi
terpris erall e
ent from each other om those of the firm, ance that the latter is the sole reason
y. As a consequence, rity between individual ieving certain indi-further the best it is these for which
Furthermore, it dual make an effective e goals because this fficiency.25
The problem is easily seen, then, to be management's
failure to communicate. It is an unforgivable situation
as it restricts the accomplishment of purpose or objectives
by individuals and thus reduces the organization's overall
efficiency,
Ulilliam Haney discusses motivation, communication, and
individual behavior:
Ther we m unde the orga the and we s orde stim man' envi beha ther worl orga simp unde that
e are ust r r s t a n envir nizat physi the p ee on r and ulus s gre ronme vior e, bu d is nizes le po rstan from
thr emem d hu onme ion. cal sych the org
but a tes nt. depe t on a c t u it.
int, ding any
ee o ber man nt i
If worl olog oth
aniz in t t pr Ths
nds, wha
ally Th
but in oth
utsta if we behav tself we m
d out ical er, w a t i 0 n he ob obiem seco not t he
ndin are
ior. doe
ake side envi e CO is
serv s is nd f on a sees
organize at
s po rei
ngle
IS IS it i
human er o i
g basic goino The^f
s not p a separ of us,
ronment me to s not in e r, and to mak
act is ctually ; not o d, but first a ssible a t i o n s factor
f ac to b irst rovi atio on , or ee t the tha
e se that wha
n th the dec that aris
ts that e able to is that
de an n between one hand, the world
hat the physical t one of nse of his man' s t is out e way the way ne eptively more mis-
e from this he third point
25 Ibid,, p. 530,
12
is related to of anxiety at world. I lan' s itself; he mu determines hi appropriatene whether he wi in many cases For this reas organizations danger that i organized env
the other two; tached to his o environment is st organize it. s behavior. li ss to ths envir 11 be successfu , whether he wi on he is reluct that seem to w
s involved in b ironment.26
man has a great deal rganization of the not organized in His organization
s behavior and its onment determine I or unsuccessful— II survive or not. ant to give up any ork, because of the eing lost in a dis-
The literature relates, then, to areas of conflict,
communication deficiencies, a new revolution, and the
individual's behavior in a social setting.
Preview of the Organizational Plan
The remaining chapters of this study are organized as
follows:
Chapter II presents the conclusions drawn from the
related literature and the formulation of the researcher's
conclusion.
Chapter III presents the suggested methods of testing
the conclusion and the quantification of the results.
Chaoter IV presents a summary of considerations dis
cussed and conclusions drawn from the data.
9 f\ William V. Haney, Communication and Oroanizational
Behavior (Hoinswood* Illinois: Richard D. Irwin, Inc., 1967), p. 139.
CHAPTER II
THE CONSEQUENCES OF COIYIfilUNI CATION
Conflict avoidance through communication for the busi
ness organization and man is the end to be sought. Riesman
states that man has different values now, and Uiinthrop
reveals the value conflict between the two generations.
The failura to communicate by managers is a human deficiency,
according to Koontz and O'Donnell, and this laads to less
efficiency. Powell sees conflict in the process of insti
tutional dislocation, and Tannenbaum concludes that conflict
leads to more control fcr the organization. Haney shows
man's adaptive behavior to tne environment.
.This chapter will explore the present literature in
communication, conflict, and the organization, arriving at
conclusions and guidelines from that literature. Also
treated in this chapter will be a discussion of an emerging
new type of man in the society, which the literature and
business organization have not, as yet, fully acknowledged.
The demands, voiced through the younger generation, awaken
latent needs for all and introduce the author's conclusion
at the end of this chapter.
Communication—\h° Lifeblood of the Organization and fi' a n
^ — - - r — - - f- , y , 1,^ ^ 1,111,
In order to r.rovide a background for the mediation of
conflict^, the folio*_'ing comrriunication theory is presented:
J. -J
14
All commu terms of channel, tion invo the form a source of tiHie. destinati energy be The opera transmi tt message a the coded transmitt cation wo the coded it is dec at its de
n i c a t fi v e recei Ives of en and a The
on an tween tion able 3 it sign
er , w uld b sign
oded stina
ion basi ver, the erqy des
link d su the
of c ener pass al. hich
sys tem c part • and d transf , betw tinati 'iihich
pports m i s t onvert gy is es ove Encod
s can be analyzed in s: source, transmitter, estination. Communica-er of information, in aen two separate points— on—within an interval connects source and the passage of information
he communication channel, ing information into called encoding, and the r the channel is called
4-k^
al h by t tion
in th e huma as pas h 9 „ r e c 27
ing is performed by the :ase of spoken communi-
n voice mechanism. Uihen sed over the channel, eiver so as to be usable
IL'hen something goes wrong with the communication,
problems emerge. T_h i- i H/hy it can-truly be called—the
lifebl^d of tne organisation and^man.^. rt is^also a nerva
network for the organization and serves as the interaction
variable for man.
Jackson reveals that:
Communication is like a piece of driftwood on a sea of conflicting currents. Sometimes the shore will be littered with debris: again it will be bare. The amount and direction of movement is not aimless or undirectional, but is a response to all the forces—winds, tides and currents— which zome to play.28
This is consistent with the lifeblood presentation, as
sometimes both man and organization strive for faster
27 Floyd L. Ruch, Psycnology and Li fa (Chicago: Scott,
Foresman and Company, 1953), pp. 375-76. 28
Day '?.., 3ackson. "The Grganization and Its Communica tion Froblens," ~ourn-ii of Cnnr^unj cation, IX, No. ber, 1959), 160."
4 (Decern-
15
circulation of information, while at other times things
are calmer.
To maintain life in the organization, communication
must be continually recirculated, refined, and new inputs
added to replace worn out ones. The position of communication
is of primary importance in the organization, and Bavelas and
Barrett conclude that, "It is the essence of organized
activity and is ths basic process out of which all others
29 derive."
The conclusion by Zeller, that groups with open communi
cation systems are more confident and flexible than those
without, is accepted as logical against the criteria of
lifeblood and primary position. It rests with the above
presentation that all healthy communication inputs add to
the organization, whereas unhealthy inputs, or lies, distortion
of facts, and half truths would tend to burden the efficiency
of the system. Hnwever, within the organization itself there
cannot be an endless number of channels, or arteries. As
Berelson and Steiner found:
The more channels of communication there are within an organization, the greater will be the discrepancy among the members' understanding and points of view. Actually, decentralization is one means of containing deviance within a single over-all organization, and this makes
29 Alex Bavelas and Dermot Barrett, "An Experimental
Aoproacn to Grcanizational Communication," P^^rsonnel, Vol. 27 (l'T5l)i 368.
16
for the survival of the whole. 30
From the literature, then, it can be deduced that
healthy inputs of communication circulated in the opbimum
number of channels is of paramount importance to the
health of the organization. Communication is what Katz /'
and Kahn describe as,
the exchange of information and the transmission of meaning is the very essence of a social system or an organization. The inputs of human energy is made possible through communicative acts and the transformation of energy depends upon communication between people in each oroanizational sub-system and between sub-systems, ••
Therefore, as the currents on forces allow, good
communication is the lifeblood within the organization and
also its source of life from the outside. As will be
discussed later in the report, the pollution of this primary
source of power has given rise to a healthy new man in the
country who demands that communication be purified.
For man, communication plays a most important role,
one that distinguishes him from other species. "Human
learning, and thus human adaptive behavior, is communicated
32 -----and therefore cumula^.ive."
Things do not have to be learned from personal experi
ence only, but through communication the inputs of knowledge
30 Berelson and Steiner, p. 369.
31. Katz and Kahn, pp, 223-24,
'" Berelson and Steiner, p. 44.
17
are received. A complicating factor here is the fact that
man "seeks those inputs which he believes he needs, or which
he believes will maintain his psychological integri ty."- ^
rflan then, by his very nature, distorts his information
inputs. Nevertheless, distorted or not, it is his life-
blood, his motivation, and his contact with the environmant
which he constantly battles.
The treatment of communication by Snyder, who says,
"that to choose life you have to choose communication, and
honesty of communication is a touchstone of one's integrity,"
brings out tne points of honesty and truth that will be
answered in this report. Understanding depends upon good
communication, and it is consistent with Thayer's remarks
that most of man's failures in human relations are due to
34
misunderstanding. It is not surprising that, "No one
reacts to things as they are, but to his own mental images."
In his book, iilaltz shows how the programming of the
subconscious with desirable positive information spurs the
person, if practiced correctly, to successful endeavors.
This input of good infurmation, internally generated, pro
duces maximum results. It is consistent with this that if
'^.^
•7 T
Lee 0. Thayer, Administrative Communication (rlomewood, Illinois: Ricriard D. Irwin, Inc., 1951 ), p. 231.
Ross Snyder, On Beccminq Human (Nashville: Abingdon Press, 1967), p. 122.
35 i^laxwell r f a l t z * Ps vc .hc-C; /bernet ics (^lol 1 ywood , C a l i fornia: 'uj'ii shire Book Con- panyj 1' p-" ,.Ub-Ub.
18
man were able to receive from the world outside of him good
information, then his performance would be more positive.
However, man naturally distorts information, and since it is
probably distorted anyway, the resultant behavior can be very
different from that which was expected.
Gibb shows that better understanding of communication
is possible by viewing it as a people process rather than a
language process.
If one is to make fundamental improvement in communication, he must m.ake changes in interpersonal relationships. One possible type of alteration is that of reducing the degree of def ensiveness,'-^ ^F
Through his presentation of defensive climates and
supportive climates, Gibb clearly shows how evaluating,
controlling, strategy, neutrality, superiority or certainty
mannerisms can produce defensiveness and hinder ths most
effective communication.
Communication is man's key to learning. To really
live life one must communicate. And, consistent with
Haney's remarks in the introduction, many people, by nature,
distort information, and, tnerefore, most of man's troubles
are caused by this hindrance of communication. By nature,
then, as Koontz and O'Donnell state, managers fail to communi'
cate because of human tendencies; also, man fails to truly
communicate because of pollution of information before he
JD-, ack R. Gibb, "Defensive Communication," Zournal of CommLinicati.-jn, XI, No. 3 (September, i96l), 141-
19
gets it, and the distortion tnat he, by nature, gives the
information. It is readily seen, then, that through
proper communication more efficiency and effectiveness can
be achieved.
Efficiency and Effectivaness in Operations Achieved through Proper Communication
Efficiency and effectiveness are excellent criteria
to judge the performance of both man and the organization.
They are both goal striving entities and are judged on their
ability to accomplish some event. This event, in turn, is
measured in terms of efficiency and effectiveness. Since
an organization is, "a rational coordination of the activities
of a number of people for the achievement of some explicit
37 purpose or goal,''^ it is much easier to assess the efficiency
and effectiveness of the organization than man's.
A system's effectiveness is defined "as its capacity to
survive, adapt, maintain itself and grow regardless of the
3 8 particular functions it fulfills."
To attain this capacity, it must have communication, and
the more effective the communication is, the more likely the
organization will maximize its potential.
Katz and Kahn define organization efficiency as '^the
DC hem, p. 5
38 Ibid., p. 97.
20
ratio of energic output to energic input.""^^
Concomitant with effectiveness, efficiency in operation
is increased with more effective communications input.
Koontz and O'Donnell, previously quoted, show how less
efficiency comes about with failure to communicate, and for
the organization, it was brought out that its best utiliza
tion, its lifeblood, depends upon good communication that
pulsates with the energy sources.
The correlation, then, is between organizational
efficiency and effectiveness and communication's measurement
of efficiency and effectiveness. Thayer states that "the
three basic determinants of communication effectiveness
are (l) the originator's thinking, (2) his attitude, and
(3) his techniques."
He explains that thinking is primarily successful prob
lem solving in successful decision making; that the atti
tude of both the receiver and organization play a great part
in determining the meaning of the words uttered in a communi
cation; and that technique refers to clearness, diction,
organization and presentation.
U/ith these criteria it is seen that the sensitive human
being communicates differently and affects the total effective
ness of the organization.
^^Katz and Kahn, p. 170.
^^Lee 0, Thayer, Adninistrative CJmmunicati0n Illinois: Richard D. Irwin, Inc., 1961), p. 8-,
(Homewood,
21
Efficiency in communication, according to Thayer,
may be thought of as a conceptual "measure" derived from a comparison of the expenditure (time, effort, money, etc.) required to produce a communication vuith the effectiveness of the communication. "-
Thayer points out several ways to improve efficiency;
among these are improving feedback channels, evaluation,
utilization, methods of communication, attitudes, and
improving the situation.
It is consistent that the lifeblood of the organization,
communication, be measured in terms of efficiency and effec
tiveness, and this determines the same for the total organi
zation. However, it relates back to man, and his behavior
influences the organization's efficiency and effectiveness.
ftlan's behavior, in terms of effectiveness, is how well
he achieves goals while interacting with the environment,
and efficiency is the time required to achieve the goal.
His performance can be thought of as a product of his moti
vation, environment, and skill. This relates to many factors
such as his perception, learning, thinking, and his culture
and society.
(Ylan's performance, then, is contingent upon his communi
cation as well as that of the organization's. As was pointed
out, by programming good information into his system, his
performance is maximized. The environment also has a bearing
41 Lee G. Thay-r, pp. 92-93
22
on this because satisfiers are man's relationship to what
he does and dissatisfiers are environmental determinants to
man's behavior.
Schein states that.
Leadership is a function in the organization, rather than the trait of an individual. It has a unique obligation to manage the relationships between a system and its environment, particularly in reference to the key functions of setting goals for the organization.^2
If the organization does not have goals, there is nothing
to be committed to and nothing to communicate.
Therefore, the efficiency and effectiveness of communi
cation is consistent with both man's and organization's
efficiency and effectiveness. The better the communication,
the better the overall performance. Communication makes
man unique among the species, and it follows that the develop
ment and utilization of this source of power improves opera
tional efficiency. However, as Argyris pointed out, there
is "a basic incongruity between the needs of the employee
and the demands of the organization," and this results in
conflict. How communication figures into this conflict and
also man's internal conflicts will be discussed next.
42
43
S c h e i n , p p . 1 0 5 - 0 6 .
i j i a r ren G. B e n n i s , Chano inq O r g a n i z a t i o n s (New Y o r k :
i l f ] cGraw-H i l l Book Company, 1 9 5 d ; , p . i b o .
23
Communication Failure RPsu11r in Conf lie L—Thr-;" Hast"
It is established, then, that communication is the life-
blood for man and the organization. By nature, man distorts
his communication, and much is distorted before it comes to
him, but the better and clearer the communication is, the
more efficient and effective the organization and man perform
in striving for goals. That inefficiencies develop when
there is communication failure will now be discussed.
As Uihyte states:
niayo sees conflict orimarily as a breakdown in communication. If a man is unhappy or dissatisfied in his work, it is not that there is a conflict to be resolved, so much as a misunderstanding to be cleared up.*^^
This is consistent with "ilaitz's idea that communication
is the key to understanding. Tnere is also a correlation to
Argyris' statement about the incongruity between the needs
of the organization and those of the individual. Using the
analogy of communication and lifeblood, it is seen that any
disturbances restrict the free circulation of communication
and result in tensions and subsequent conflictSc
As Katz and Kahn states, "In large complex organizations
One of the main functions of top management is the adjudi-
45 cation of compsting claims and conflicting demands."
44 ^ M l i i i l l i a m H. ' I ' h y t e , J r . , The O r g a n i z a t i o n fHan (New ; - r ^•
York: Simon ^ Schuster, 1956;, pp. 35-36. 45
Katz and Kahn, p. 4a.
24
If this is, indeed, one of the main functions of top
management, it can only be asked if they devote enough
energies to it. A solution to this problem is offered
in the author's conclusion. But what factors cause this
misunderstanding in the organization? In the introduction
Powell was quoted saying that the source of conflict is in
the process of institutional dislocation, and Tannenbaum
then summarizes that this conflict leads to more organizational
control.
Another view is stated by Bennis:
The main challenge confronting today's organization, whether it is a hospital or a business enterprise, is that of responding to changing conditions and adapting to external stress. °
The continually changing nature of organizations in \
responding to changing conditions, then, must be the major
source of organizational conflict. This affects both the
internal and external communications of the organizations.
Argyris' statement can be better understood in this context,
for, if the organization and individual do not change in the
same direction, and if these changes are not communicated.
then the resultant distance and conflict is naturally
increased. /
As Thayer points out:
Certain conditions such as the rapidly advancing technology, the tides of the management and labor
46 Bennis, p. 44.
power struggles, the gradual dissolution of old vnlues and tha subscription to new values and changing status relationships, may have more influence than others on the problems of administrative communication.^'''
The duty of top management is the adjudication of con
flicting demands. These conflicting demands are caused by
misunderstandings due primarily to the changing conditions
which make communication most difficult. The organization,
then, must change in the rapidly changing technological
conditions, and this fact makes communication difficult
and results in some communication failure and conflict.
However, the organization will also be restricted in opera
tions because of the inner conflicts of man which arise
out of communication failures outside of the organization.
A reason for man's failure to communicate is his
attitude.
To develop a common understanding it would be necessary for at least one of this pair to learn the other's attitudes on ways of looking at things. This is what we really mean when we say that effective communication depends upon understanding the other person's viewpoint.^^
It can be thought of as a transfusion of the lifeblood
from one to another. If each has a different type of blood,
or attitude, then the transfusion will not be successful;
however, if the type or attitude is the same, then the chances
of good communication are much greater. This causes much
47. Lee 0, Thayer, o, 269.
46 Lester Tarncpol, "Attitudes Block Communication,"
Personnel joi'mal, 'Jol, 37, No. 9 (-"sb., 1955), 325.
26 f.s/
inner conflict with man over his natural tendency of not
being able to relate to everyone on everything. This
naturally restricts his flow of communication. He becomps
somewhat dammed up, unable to release this pressure. This
input-output analogy can be seen in man's basic nature of
sociability. Man needs someone to draw communication out
of him and he also needs a replenishment source. It is
when there is not some sort of balance in this input-output
that man has inner conflicts caused by communication.
Another complication arises from what Ruesch calls,
disturbances of communication:
Disturbances of communication arise when messages are too intense or too weak, when they arrive too early or too late, or when they are inappropriate to the si tuation. "5
These disturbances of communication cause conflict.
Things inappropriate to the situation could include lies,
which are, "The transmission of a countertruth with the
5 0 L- •
intention to deceive," or propaganda which is,
a set of methods employed by an organized grouo that wants to bring about the active or passive participaticn in its actions of a mass of individuals, psychologically unified through psychological manipulation and incorporated in an
organization. 51
^ Ourgen fl. D. Ruesch, Therapeutic Communication (New York: UJ. fi. Ncrton k Co., Inc., 1961), p. 461.
^^fdarcel Eck, Lies ano Trjth (London: The lYlacmillan Co., Collier-iTiacmilian LTD, 1965) , p. 173.
Oacques Ellul, Propaganda (New York: Alfred A. Knopf, 1965). p. 61.'
27
Timing is a factor and quality of material also, as
the output could hardly be better than the input. It will
be part of the researcher's conclusion that truth represents
the ultimate in quality, for, as Eck comments, "To transmit
truth is thus to communicate something of one-self."
Everyone can probably reminisce and discover how a
failure to communicate resulted in some inner conflicts, or
by communicating, having inner conflicts on what one did say.
Therefore, the quality or content of the lifeblood is of
paramount importance, with truth representing the ideal
state, both as inputs and outputs. No wonder so many
people have high blood pressure, for this ideal state is
most difficult to obtain.
Another difficulty comes about by trying to learn the
language of the trade or area as different societies,
cultures and industries have different terminologies. There
fore, changing cultures, industries and societies, each with
its own language, all serve to make good, understandable
inputs most difficult for man.
lyian also nas conflicts in his different roles, and
Gullahorn concludes that there is support for the hypothesis
that, "One characteristic of such role conflict is an in-
53 creasing tendency to view the dilemma unrealistically."
52
53
E c k , p . 174..
Ooh.n T . g u l l a ^ - j r n , " R ' e a s u r i n g R o l e C o n f l i c t , " Tj]e_ An'er i c a n J o u r n a l o f E G c i o I o g y , LXI , :Jo. 4 , 3 0 2 .
28
This suoports previous facts that man distorts his
environment, his attitudes restrict pure communication
unless his source has the same attitude, and, thus, conflict
is a breakdown or failure to communicate. There is a natural
conflict between man's needs and organization's demands.
This conflict is aggravated by changing conditions which
are complicated by disturbances of communication and,
consequently, add to top management's dilemma as conflict
resolver. It is established that organization's and man's
communication systems measure both total efficiency and
effectiveness, and that there must be some balance in the
input and output, with the output's quality contingent upon
the input's quality.
Top management should be thankful that there is rebellion
in the air, for how could anyone be satisfied with polluted
information? ILfith man's and organization's lifeblood
established as communication, that its efficiency and
effectiveness is contingent upon the lifeblood, and that
communication failure is a waste that restricts performance,
it is felt that the younger generation's revolt against
polluted communication is a blessing in disguise.
A Healthy Fflan in Rebellion
Exactly when the new man emerged will be left for the
historians and sociologists to decide. The point made in
this paper is thnt he is here now, and his demands are
29
currently being proclaimed throughout the land. As Riesman
points out in the introduction, this newer industrial revo
lution is concerned with communication and control, whose aim
is some observable response from the people. Riesman shows
in his book how the other-directed person, who takes his
values from society, is currently emerging in the United
States; whereas, the inner-directed person, one whose
values are more internally implanted by the family early in
life, is somewhat being replaced.
As Ruesch says:
The inner-directed person, the individual who in a most sensitive way reacts to himself as well as to certain events in his surroundings, is indeed in a sad position in our culture.^^
This is consistent, for the new emerging man demands
truth within the society. He depends on society and groups
for his values, and he demands truth or honesty. The inner-
directed person is seen in this struggle on the sidelines.
His input and output of communication satisfies him: it
brings forth what he wants to hear, and his internal gyroscope
guides his responses and communication output.
The new man is not satisfied with the input. He dis-
likes pollution, not only of the air, water and soil, but
also communications. He questions the truth of his inputs of
communication as he demands to know what is the truth in
54 Ruesch, p. 117.
30
Vietnam, Cambodia or Laos. The author cannot help but think
that history will record President Kennedy's Inaugural
address as representative of the new mood. A statement
from the famous Inaugural address is: "Ask not what your
country can do for you—ask what you can do for your
country. „55
This challenge could only force one to react negatively
uihen the communication is distorted, biased, untruthful, or
aJithheld. As related in the report so far, man tries to
make sense of his environment, but finds his behavior dis
torted by what he basically likes, and that communication
is most difficult because of man's predispositions and
polluted communication.
This rebellion to clean up the polluted communication
is interpreted as the rise of a healthy new man who is
truly trying to live life, to understand it, and make some
worthwhile contributions. Of paramount importance in
formulating the researcher's conclusion is the fact that
the present business literature does not acknowledge this
new healthy man, and this means conflict unless recognition
and remedial changes in the organization are made. As
President Kennedy said:
Let the word go forth from this time and place— to friend and foe alike—that the torch has been
55 D a v i d i i . L o 1 1 , _[ h e I n a u g u r a l A d d r e s s e s o f the
A m e r i c a n P r - s i d q ^ t s (rJeUi'"YarK: H o l t , ! \ i n e h a r t and J j i n s t o n , 196177 p* 271 .
31
passed to a new generation of Americans—born in this century, tempered by war, disciplined by a hard and bitter peace, proud of our ancient heritage.^°
The model built in the present literature doss not
personalize anything for the new man. The model presented
is that man and organizations distort information, that
better communication leads to better performance measured
in efficiency and effectiveness, and that failure to communi
cate results in conflict and poor performance. That communi
cation is truly the lifeblood of the organization and man.
In order for the new man to function in this model,
the word truth must be added to all communications. This
is why he emerged; it is the reason for his outcry now, and
it explains his present Renaissance.
The author personally feels that this quest for a more
healthy life is consistent with (Ylaltz's idea of programming
the subconscious; if the self image is distorted so will be
the reaction, and thus, for a more healthy life, one must
know the truth. Therefore, to know the truth is the aim of
the new man.
It must be emphasized that the conflict is real, and
that the model does not allow any emphasis on truthful
communications is what the conflict is all about.
56 Lott, p. 259.
32
ll/ithin an organization, conflict between leaders and subordinates tends to increase the number and the concreteness of the organization's regulations, and vice-vprsa, i.e., regulations go along with conflict.^'^
This generalization is also part of the rebellion. The
man does not like to be regulated, and this has now led to
more of a democratic style of management system. Tilan is
basically what he thinks of himself. This inner-communications
must be positively reinforced from outward communications.
It must he summarized also that this conflict is adding
to the growth of the individual; to recognize this problem
is the most difficult part of problem resolution.
The alarm has been sounded; that the new man demands
truth is the cornerstone of the author's conclusion. This
is the major cause of industrial conflict, for, without
truthful communication, man and organizations are lifeless.
Before presenting the author's conclusion, a review of
present material and guidelines in the report is in order.
Conclusions from Related Literature anc Guidelines
Communication is the lifeblood of both man and the organi
zation and is the determinant of their efficiency and effec
tiveness.
The organization's biggest challenge is to change due to
the technologically advancing environment. The organization's
57 3 c r r e1? o n and 5 c e i n e r, p. 377
33
communication comes and goes like driftwood from different
sources, is the essence of organized activity, functions
best for the organization when less than the maximum number
of channels are utilized, and is, in essence, a transforma
tion of energy.
Efficiency and effectiveness is correlated with good
communication but is decreased by conflict, which is top
management's chief function to settle. Their task is compli
cated because of the basic incongruity between the needs of
the organization and man, this stemming mainly from mis
understanding because of failure to communicate. Insti
tutional dislocation and response to changes are sources
of conflict which are related to communication.
For man, communication also serves as lifeblood, and
is the determinant of his efficiency and effectiveness.
Attitudes of man tend to distort his communication, as well
as his environment. fflan's learning ability through communi
cation makes him a unique species, but he is irrational and
seeks just the information he wants. filan in the organiza
tion is penalized because of natural tendencies of people
not to communicate properly. There are many disturbances
of communication and therefore much misunderstanding,
A new man is emerging who recognizes that communicating
means transmitting something of himself. There is a new
generation of Americans who have different values ana who
are rebelling against false regulations. To them, communi-
3/:
cation is the touchstone of one's integrity, and to know
and communicate the truth is their goal. A society whose
populace is more group goal oriented is emerging, and their
power is concerned with communication and control.
The guidelines furnished by the report, as related
above, are good but fail to personalize things for the new
man. It fails to emphasize truthful communication, or how
to shape attitudes so that people can respond and communi
cate closest to the truth. It also fails to differentiate
man's communication of truthful knowledge in or cut of a'
rationally structured organization. For these reasons the
following conclusion is reached.
Conclusion
An organization or man can become more efficient
and effective by developing better communication. The
quality of tnis lifeblood is measured by its content or
truth. Unless organizations pursue a course in the direction
of more information of better quality, they will have con
flict with the younger generation. The new communication
brings forth true life for all.
CHAPTER III
COmrr.UNI CATION AND CONFLICT: COMPATIBILITY
AND PROGRESS
The conclusion that the younger generation will have
conflict with the organization because of the quality of
the communication suggests that the new communication,
or truth, is being demanded by the new rebellious man,
and the organization must become new and supply the truth
ful information. Only by doing this will the organization
be able to avoid conflict and survive in the competitive
world. This chapter will develop the conclusion by dis
cussing first the new communication, then the new man's
role as both producer and consumer and his demands, and,
then, will discuss the implications for the business organi
zation. Variables to test the conclusion against will
then be suggested and also a projected outcome of success
ful implementation of the new communication, witn guide
lines for the organization. A conclusion of Chapter III
will summarize the findings.
The New Communication—A Blessino for All
As developed, the new communication is really nothing
new. As children, everyone spoke with true feelings and,
therefore, ^ad truthful communication. In the process of
maturation and socialization the developing adult becomes
35
afraid, at times, to reveal his true feelings and consequently
distorts his communication. This communication is new only
in the sense that it is now being demanded by adults. This
is an asset that should not be discarded, as the mental well-
being of the person is affected. It is the right of everyone
to know the truth, and those who practice untruths should
be severely penalized.
Truth is in general the conformity of mind and thing; in principle sense—the conformity of mind with thing; metaphysical—conformity of thing(s) with mind; moral—conformity of formal speech with one's mind.^^
As Snyder says, "I know truth only to the degree I
59 participate in it."
tflan has pondered the meaning of truth for centuries,
Snyder's comment means that truthful speech conforms to the
person's thoughts. However, as brought out in the Great
Books of the 'Ifestern lUorld,
The intention to speak one's mind does not guarantee that one's mind is free from error or in possession of the truth. Herein lies the traditional distinction between truth as a social and as an intellectual matter, What Dr. Johnson calls moral truth consists in the obligation to say what we mean. In contrast what he calls physical truth depends not on the veracity of ^n what we say but on the validity of what we mean.
^^Vernard S. J. IL'uellner, Dictionary of Scholasticy Phi-losophy (fililuaukee: The Bruce Publishing Company, 19ob;, p. 125.
59 Snyder, p. 143.
^^Rober r i-\ H u t c h i n s ( E d i t o r in C h i e f ) G r ? a t Books of t h e li;>istern lUorld f C h i c a g c : E n c y c l o p a e d i a B r i t a n n i c a , I n c . ; , I l l , :? i£.
37
For the main purpose of this paper, moral truth is the
ultimate aim. Therefore, truth in communication is the per
son's true feelings coming forth without biases, lies, or
distortions. It is almost like a confession: the truth
flowing forth.
For the new communication is at one pole, truth and
full communication, while at the other, are lies and no
information. The establishment of concordant information
is consistent with what Ruesch calls successful communica
tion only if it is truthful.
An organization is the rational coordination of the activities of a number of people for the achievement of some common explicit purpose or goal, through division of labor and function, and through a hierarchy of authority and responsibility.51
It is only rational that the organization demand truth
from its employees.
There has been some literature on this point. Bassett
says:
Uihen communication within business setting is restricted to logical, rational and unemotional issues, the resulting intensity of the need to express personal preferences and desires may eventually make it impossible to communicate at all.62
The author found no published rebuttal to this, but
61
62
Schein, p. 8,
Glenn A. Bassett, The NRW Face of Communicaticn „ • _ \
(Binghamton, New York: yail-6allo'j Press, Inc., l^oo)i p. 193.
36
finds it most difficult to accept, for, if activities and
decisions are rationally structured, the logic of why
communications cannot be is not understood.
Bassett's analogy of communication to the game of
bridge is good, "each follows a set of either implicit
or explicit rules" and.
If in the business setting we could expose and express our personal needs and preferences directly without fear, and if we could accept openness as a regular pattern, the average organization would operate more efficiently, more effectively and more profitably.^^
The last point is what the new communication is all
about. As pointed out, communication is more effective
if less than the maximum number of channels are utilized,
and this is consistent with Jones' conclusion that, "Infor
mation drive has the same properties as do such classical
65 drives as hunger, thirst and pain,"
Therefore, information deprivation is a motivator and
could rationally be argued that all information should not
be disseminated to employees. But,
The company must be practicing a policy of informing employees on all aspects of the business, of talking to employees about the company during good times as well as bad, of respecting the employees' inherent right to know, and, of course.
63 Ibid., p. 198
64. Ibid., pp. 194-95.
" Austin Jones, ''Information Deprivation In Humans," Progress In ExperimS'^tal Personality Research, III, 277.
39
of matching good words with good actions. In brief, management communication must b.- a way of life, something like the employee has lt3arned to respect.^°
Scholz also states that, "In choosing what to say and
uihat to withhold, communication inescapably becomes
,,67 persuasion."
In reconciling the contradiction in retaining informa
tion to motivate the employee versus full disclosure of
information, the company must inform employees on all
matters not of a confidential nature, and, thus, leave some
of the information as the unknown motivation. The truth
fulness of disseminated information is strongly emphasized
inasmuch as this is the cost of interaction.
It is rational that, "People communicate or fail to
communicate in order to achieve some goal, to satisfy some
personal need, or to improve their immediate situation."
If businesses communicate lies or distorted information,
then this is irrational. Thayer states the fact that the
human receiver of communication is not entirely rational
and this leads to communication breakdowns. This must be
accepted in light of the previous conclusion about how man
distorts his lifeblood.
UJilliam Scholz, Communication in the Business Organization (Englewood Cliffs, New Jersey:" Prentice-Hall, Inc., 196277 p. 225.
^'^Ibid. , p. 23.
63 Jackson, p. 161.
40
Truthful ccmmunication of almost all company informa
tion ensures good quality of its lifeblood and thus
efficiency and effectiveness. Pflan functions best when he
releases his true feelings, and the analogy follows for
the organization. Pollution is the dreaded enemy of this
age, and the conflict the new man is making results in
the present Renaissance. He seeks fresh new ideas and nsw
truthful communication. His role demands needs that are
difficult but must be satisfied.
The New rflan's Role Has Needs That filust Be Satisfied
The new man is unique with his particular insistence
on the new communication. He demands to know the truth;
a campaign is being waged against pollution of his life-
blood. With this new motivational force means that he
has new needs that must be satisfied. This section will
discuss his new motivation in terms of his role as both a
producer and a consumer and its implications for the
business organization.
The incongruity in the needs of the organization and
man as a producer, has already been mentioned by Argyris.
Through different authors this problem has received attantion.
In l\1en, [Management and mental Health, four aspects of behavior
characteristics of the mental health of the worker are that
he, "Has wide variety of sources of gratification, treats
others as individuals, is flexible under stress, accepts
41
own limitations and assets, and is active and productive."^^
The first one, "has wide variety of sources of gratifi
cation," is most appropriate to the other-directed man.
It appears that at no time in history has man been freer
than today*s new man, now not required to work for ten hours
per day, and not completely exhausted from the work. He
has, consequently, developed a wide variety of sources of
gratifications, and truly does have different needs that
must be satisfied.
lYlaslow's well-known hierarchy of needs seems incomplete
when analyzing the new man. The safety, love and esteem
needs are easily fulfilled by the new man, and the self-
actualization, the "Desire to become more and mora what
one is, to become everything that one is capable of becom-
70 ing," is accomplished also, but more judgm.ent is needed
here in appraising the degree of self-actualization. Uihere
the nsw man's needs are different, which is not covered
in the traditional literature, is in his desire for the
facts. The incongruity of needs for the organization and
new man will deviate further unless the organization changes.
Hfluch emphasis is now being placed on the social responsibility
Harry Levinson, et al. , ly en, lYIanagement, and Fflental Health (Cambridge, Hlass." Harvard University Press, 1962), p. 159.
" U/illiam G, Scott, Organizational Theory (Homewood, Illinois: Richard D. Irwin, Inc., 1967), p, 77,
of business firms, which the author strongly agrees with,
and it appears that the new man will, in the future, only
work for such an organization. The socially responsible
firm will do all it can to decrease pollution, both in
the air, water, and land, and also in its communication.
This is the type of organization the new man will work for
as a producer.
As a consumer, it only follows that he will restrict
his consumption to goods of socially responsible firms.
He will demand to know the truth about any products he
buys, and advertising gimmicks or unproven statements will
not be accepted by him. His rationing of money will be
consistent with his new values, as was mentioned by
Uiinthrop, much marketing literature deals with assessing
the consumer's needs, which is good, but it appears that
the manufacturers are being helped a lot by the new man who
is telling, with his truthful communication, what he needs
to become human. As Berelson and Steiner conclude.
Nearly all these findings lead the individual directly to other people—not only for facts and beliefs about the nature of the world, but also for what he has learned to want, to value, to consider right and good, to worship.'-'-
Since so much of man's nature is learning, and since
communication makes this possible for man to do without actual
71 Berelson and Steiner, p. 665.
43
experience, then the new man's pollution attack only allows
a deduction that the most dangerous man is a liar. The
new man's biggest assets are his health and time, while
his liabilities are defeats and non-self-fulfillment. He
is irrational in many of his actions, but the new man is
rational in demanding the truth.
The business organization, then, must realize that
the new man, as a producer, will only work for a socially
responsible organization, and that there is now more pres
sure than ever for the organization to apply Connell's
thoughts to assess peoples' needs, which includes man both
72 as a producer and consumer. The new man in both roles
is motivated to find out truthful information which must
be accepted with truthful responses.
As Sigmund Freud relates:
Uihen the object becomes a source of pleasurable feelings, a motor tendency is set up which strives to bring the object near to and incorporate it into the ego; we then speak of the attraction exercised by the pleasure-giving object, and say that uie love that object. 73
It is inferred that truthful information generates
pleasurable feeling for the new man, and without it,
frustration and conflict ensues.
"^^Russell H. Connell, Acres of Diamonds (New York: Harper & Brotners Publishers, 1915), pp. 1-181.
"^^Robert H. Hutchins, Great Books cf the 'JJestern U,'orld (Chicago: Encyclocaedia Britannica, Inc.), LI'u', 420.
44
The new man's environment is polluted, so Herzburg's
"motivation-Hygiene Concept," which is to rid the environment
of dissatisfiers, is truly seen as his motivation today.
Likewise, his efforts to rid communication of pollution are
seen as his motivation. Allen says that as man thinketh,
so will he act. Filan, as both a producer and consumer,
thinks this way, and so he will act accordingly. The business
organization must, therefore, change to satisfy his needs
in order to survive.
The Business Organization Flexes to Allow Change to Perpetuate the Country
The business organization must buy the new demands of
the new man in both his role as producer and consumer. The
organization must listen, understand, and then change its
practices to implement strong lifeblood in the organization,
This section will discuss business goals, policies, and the
future, with the added factor of a new man.
Blake, Shepard and Fdoulton conclude that:
By unrestrained communication between people who are skilled in effective social behavior, differences between groups may be settled and the ground for conflict eliminated.^^
This democratic treatment has received a lot of empha
sis in recent management literature. That unrestrained
"^^James Allen, As A Tjian Thinketh (Akron, Ohio: field Publishing Company, 1911).
"^^Scott, pp. 418-19.
Snal-
45
communication is advocated and recommended is consistent
with the new man's needs. The only addition needed is
the insistence on truth.
Business goals are targets for organizations. Effi
ciency and effectiveness are needed to achieve them, and
lifeblood is circulated very fast if goals are high. That
business organizations now are becoming more socially
responsible and thinking in the long-run is consistent with
the mood of the new man. "The more dynamic the technology
and task environment, the more rapid the political processes
in the organization and the more frequent the changes in
organizational goals."
In today's society the new man has drastically made
organizational goals change frequently, with the newest one
to make their goals more socially responsible. Since the
organization is the best place for rational behavior, it
is consistent that the organization's role conforms to
truthful lifeblood and concern about the welfare of everyone.
In order to accomplish this it must have concomitant
policies.
To overcome resistance to change, management must
"effectively communicate the need for change and this
76 James D. Thompson, O r q a n i z a t i o n i n A c t i o n (New Y o r k : r r l c G r a w - H i l l Book Company, 1 9 6 7 ) , p . 1 2 9 .
46
stimulates group participation in planning the changes,"' '''
The change that is needed is better lifeblood, A
greater awareness which is unpolluted, leads to clearness
in thought and action. Therefore, it is consistent that
policies to demand full com-nunication be initiated. Instead
of being always reactive to changing conditions, by communi
cating truthfully, the organization can become more innova
tive.
ITluch like the health of a person who improves his
strength by proper eating and exercise, so can the business
organization improve its lifeblood by making it a policy to
feed in continually good inputs and not wait until trouble
erupts to resort to remedial action.
The force of the organization is captured by Katz and
Kahn:
By being informed, individuals, moreover, can mobilize public opinion to affect the decision process, and even if given groups are unsuccessful in achieving all they want, tney may experience ^^ satisfaction in having meaningfully participated.
The business organization must establish a policy to
communicate only truth, to establish a penalty for lies, to
train managers on how to communicate the truth, and also to
allow all information to employees consistent with previous
77. Lester Coch and John R, P, French, Jr., "Overcoming Resistance to Change," Human Relations, I (1947-48), 531,
78 Katz and Kahn, p. 469,
comments as to the actual degree outside of confidential
literature. Failure to initiate these policies will leave
the firm vulnerable to attack. But the new man, in his
dual role, has a strategy which can out-bid and out-play
any stagnant organization. The future is bright for those
who can play the game and truly communicate.
Therefore, the business firm must satisfy the needs
of the new man, and it must communicate and stay attuned to
the quality of its lifeblood. The new man can be thanked
for his new values, for this helps man and organizations
to become healthier and more alive. The future is especially
bright for the other-directed man, the changed organization,
and for society as a whole. The conflicts now are part
of the revolution and renaissance for new life, for effi
ciency and effectiveness, and better lifeblood through
truthful communication can be seen in every testable vari
able of the new demands.
The analytical approach used by the new man is to stop
an activity and ask why one is performing it. This approach
gives truthful answers and is the type of approach used on
sociological movements.
Sociological and Psychological Variables That Can Be Tested Acainst the Ccnclusion—
Quantification of Results
In order to assess the applicability of the researchar's
conclusion, w ich is built around truth, psychological
^8
variables for man and sociological variables for the organi
zation are introduced. Uiith the objective of more efficiency
and effectiveness for both, achieved through quality and free
flowing lifeblood initiated by the younger generation, the
business organization is encouraged to consider the following
factors:
V/ietnam could be suicide for this country. The student
body, the younger generation of this country, is in revolt
over the shedding of blood on another continent, and the
progress that the researcher feels they are instrumental for
in altering our commitments there, is indicative of this
force and truth demanded by this younger generation. Their
condemnation of the automobile, marches against pollution,
and fights against discrimination can only be interpreted
by the researcher as reactions against lies in this country's
heritage, lies that the automobile did no harm, that every
one was secure with a rising gross national product, and
that one's color should influence your attitudes.
Now young people demand the truth to such questions as:
Uihy is this country fighting in Vietnam? IL'hy should meaning
less profits guide every decision? Uihy not enjoy life
instead of running oneself in the ground?
This revolution is spreading, the fever is hot, and it
is believed that the force of the blue collar revolt will
be stronger and more violent than the students'. Therefore,
49
it is suggested that business organizations watch the
progress made in the above areas, as these people will
permeate the country and be in every organization some day.
In order to cope with them, all information not of a
confidential nature must be divulged or else there will
be conflict. Riesman says that it is conceivable that
some day Americans will wake up to the discovery that,
a host of behavioral rituals are the result, not of an inescapable social imperative but of an image of society that, though false, provides certain "secondary gains" for the people who believe in it.'^^
Americans are waking up and so must organizations.
Americans have awakened to the fact that if something is not
done in this country right now to combat pollution and the
population explosion, Americans might not be here in ten
years. The literature for management is now full of social
responsibility as that is what life and business is all
about. However, business must go one step further and be
socially responsible and truthful.
Another sociological variable to watch is morals, which
have been drastically changed by the new man, who will soon
be an employee of the business organization. The bomb, the
pill, and the television have given him new values, and new
communication has brought to him new truths. His morals show,
and he hates phonies.
The number of strikes should be watched; if the number
increases this means that more people are dissatisfied.
79 Riesman, p. 306.
50
and that less communication is evident. How could anyone
strike for money if he was truthfully told there was no
more money for raises? If there was money being withheld
for other reasons, the employees would be justified in
seeking higher paying jobs elsewhere. This, too, would
lead to part of their personal maximization.
This country, businesses, and its people would not
have nearly the number of complaints if people had truthful
information. It's a need, a motivation, a must.
For the psychological variables, each person should
reminisce to ponder if most setbacks in one's life were
not due to communication difficulties. The researcher
admits deficiencies and recognizes that conflicts he has
come into contact with were due to communication blocks.
Sincerely, all could have been eliminated with the truth.
The new man, with his new morality, may today be the
marginal man, but tomorrow he will be the manager,
Uihen man can come to grips with his needs by actually changing the environment, he does so. But when he cannot achieve such "realistic" satisfaction, he tends to take the other part: to modify what he sees to be the case, what he thinks he wants, what he thinks others want.^^
It is felt that the new man is coming to grips with
his needs and is changing the polluted environmant and his
polluted lifeblood.
80 Berelson and Steiner, p. 664.
51
The business organization should pay attention to the
number of strikes, the changing morals, the spread of social
responsibility, and the war against pollution. The new man
is waking up; he is changing the environment and he will not
permit this country's suicide. This blueprint is for truth,
and full communication, and he projects future prosperity
and success.
Long-run Utopia for a New IYlan with a New Language in the Dynamic New Organization—Guidelines
for the Oroanization
The following model is to serve as a guideline for the
organization to successfully change for future success.
The new man demands that organizations communicate to
him all information not of a confidential nature, that it
be the truth, thet the organization, to survive and support
his role as both a producer and a consumer, must be socially
responsible, and that consistent goals and policies of the
business organization be established around these variables.
That communication is the lifeblood; it measures both
efficiency and effectiveness, and the quality of each depends
upon the truth of the information. Avoidance of conflict is
a goal, but conflict is certain to come with failure to
communicate.
Conclusions
(Kian has changed as have organizations, only now the
organizations will have to change faster to keep up with
52
the new man. It is a good investment, as he brings forth
hope for the country because he has communicated a war on
pollution and wants truth and social responsibility. This
the business organization must recognize. The truth he
expounds makes him human; he's strong and his lesson to the
business organization is that this will determine their
efficiency and effectiveness. Information is the source
of a drive in the new man and he plays a better game of
life by knowing the truth.
Since the organization is a setting for roles tied
together rationally, the new ccmmunication fits in nicely
here, as rational behavior begets rational truthful communi
cation. Change is the biggest challenge of business organi
zations related in the literature, and its resistance is
combated with communication. The movement toward democracy
in business is consistent with the new communication, and
better efficiency and effectiveness is assured.
The new man's new communication is making a better
organization.
CHAPTER 11/
SUniniARY OF CONSIDERATIONS AND CONCLUSIONS
DRAUiN FROff] DATA
Proper communication can, and will, alleviate conflict
for both man and the organization. The greatest need today
is for better understanding between people, for without
this, there is conflict. The challenge presented has been
accepted by the new healthy man, who is seen today on the
college campus and also in industry. Foremost in his arsenal
is a communication awareness for truth and honesty.
The need for this communication awareness is greater
now than ever before:
The trials of the citizen now surpass anything that previous generations ever knew. Private and public propaganda beats upon him from morning till night all his life long. If independent judgment .is the sine qua non of effective citizenship in a democracy, then it must be admitted that such judgment is harder to maintain now than it ever has been before.^1
Hutchins also states that:
The task of the future is the creation of a community. Community seems to depend on communication. The effectiveness of modern methods of communication in nromoting a community depends on whether there is something intelligible and human to communicate.82
^•^Robert fflaynard Hutchins (Editor in Chief) Great Books of the U.!gstern 'li'orld (Chicago: Encyclopaedia Britannica, Inc.), I, 53.
I bid., p. 30.
53
54
The implication in this report is that the business
organization has a responsibility to build new communities,
and its effectiveness will be determined by its communica
tion, which must be intelligible, human and truthful.
The new man, because he believes in communicating the
truth and projecting himself, is one step farther along
toward self-actualization. He knows what he sees, feels,
and is ultra sensitive to what he hears. Somewhat marginal
now, his demands as producer and consumer are soon to be
satisfied. His revolution is as important as that in 1776,
and could surely reverse the deterioration of this polluted
planet. He is not motivated just by money now, but by
ideas, causes, and justice. His world is a world without
conflict.
The new organization can avoid conflict by communi
cating the new language, which is truth. Its efficiency and
effectiveness is contingent upon proper communication, and
it serves to conquer the biggest challenge, which is change.
There is an analogy in the stock market; some stocks react
to rumors or unaudited statements, but their swings are
irregular. The healthy stock, or organization, truly has
good lifeblood and retains a steady and sure beat.
The problem was to solve conflict through communication
The researcher's conclusion suggests that truthful communi
cation is the solution to the problem. It is felt that this
55
will greatly eliminate conflict in the future and be de
manded by the new man.
Sociological and psychological variables to be tested
against the conclusion were presented. Foremost in the
sociological ones is the movement within the country today
demanding truth, such as on the Vietnam war. The psycho
logical variable is a self-analysis for everyone to find
out how important it is to know the truth and receive truth
from those in his sphere of life.
No actual degree of either truth or amount of informa
tion to be disseminated was specified outside of confidential
material. Uihat was suggested is that maximum benefits
would be achieved by total truth and total disclosure of
all information besides confidential, and anything less
than this would return to the company less than maximum
efficiency and effectiveness.
That the biggest problem of today is communication,
that man is irrational and fails to transfer or communicate
experiences from the past to new situations as much as he
could, is established, and it is appealed to the organi
zation to harness and to direct to energy sources its new
lifeblood to sustain this great country. For with a new
man, with a new language, a new organization is needed.
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