Communication, Organization, Adaptation: Mindfulness in Organizing

People and organizations adapt to a changing marketplace through communication, learning, and planning together. Incorporating mindfulness into organizational communication can enhance awareness, social interaction, and change management.

Communication, Organization, Adaptation: Mindfulness in Organizing is best read in conjunction with the Marketplace Simulation, a semester-long exercise for students studying organizations’ decision-making processes. Organizational mindfulness—including presence in problem-solving and better team flow—is emphasized throughout, while considering communication in strategic planning, integrated marketing, conflict management, consulting, training, technology, and more.

Table of Contents

  • Contents
  • Acknowledgments ix
  • About the Authors x
  • Chapter 1
  • Organizational Communication as Evolving Systems 3
  • Tim Thompson
    • Models of Communication 3
    • Social Systems 5
      • The Modernization of Medicine 4
      • System Levels and Boundaries 6
      • Relationships, Interdependence, and Power 7
      • Homeostasis and Feedback Loops 8
    • Organizational Evolution 10
    • Organizational Mindfulness 12
    • Marketplace Simulation 16
      • Organizational Communication Marketplace Simulation Job Descriptions 16
  • Chapter 2
  • The History of Organizational Communication 19
  • Peggy Fisher
    • Perspectives 20
    • Classical Management Theory 20
      • Scientific Management Theory 20
      • Administrative Management Theory 21
      • Bureaucratic Management Theory 22
    • Human Relations Theory 24
    • Human Resource Theory 25
    • Systems Theory 26
    • Quality Programs 29
    • Chaos Theory and the Learning Organization 30
    • Organizational Culture 33
    • Conclusion 33
  • Chapter 3
  • Strategic Planning and Communication 35
  • Tim Thompson
    • Mission, Vision, and Values 36
    • SWOT Analysis 38
    • Goals and Objectives 39
    • Doing Strategic Planning and Writing the Strategic Plan 41
      • Strategic Planning for Mindful Action 43
      • Moving from SWOT to Goals 46
  • Chapter 4
  • Leadership and Communication 49
  • Tim Thompson
    • The Bases of Power 49
    • Brief History of Leadership Theories 50
      • Great Man Theory 50
      • Trait Theory 50
      • Leadership Style and Behavior 51
      • The Managerial Grid 52
      • Contingency Theory 53
      • Leaders and Managers 54
      • Transactional and Transformational Leadership 55
    • Mindfulness and Leadership 56
      • Vision and Framing 59
      • Empowerment 60
  • Chapter 5
  • Organizational Culture 63
  • Tim Thompson
    • Organizational Culture as Language and Symbols 64
    • Organizational Culture as Practices and Performances 66
    • Organizational Culture as Belief System 67
    • Mindfulness in Organizational Cultures 68
    • Mindfulness, Culture, and Adapting to Change 71
    • Mindfulness and Culture 73
  • Chapter 6
  • Understanding Communication in Groups 75
  • David Neumann
  • Definition of Groups 77
  • Groups Based on Symbolic Convergence 77
  • Groups as Systems 79
  • A Model of Small-Group Communication 81
    • Goals 81
    • Decision Making and Problem Solving 82
    • Leadership 82
    • Norms 82
    • Roles 83
    • Conflict 83
  • Communication 84
    • Situation or Context 84
    • Group Development 84
    • Cohesion 84
    • Conclusion 85
  • Chapter 7
  • Technology in Organizational Communication 87
  • Ron Raymond
    • Existing and Emerging Technologies 88
    • Benefits of Technology 91
      • Financial Savings 91
      • Expediency 91
      • Efficiency 92
      • Collaboration 92
      • Communication 92
    • Costs of Technology 92
      • Expense of Purchasing or Upgrading Technology 92
      • Expense of Training and Reorganization 93
    • Social Media 93
    • Digital Media 95
    • Technology and Mindfulness 97
  • Chapter 8
  • Managing Conflict in Organizations 101
  • Tim Thompson
    • Basic Tenets of Conflict 101
    • What Causes Conflict? 104
    • Conflict Management Strategies 106
      • Time-outs and Reflection 106
      • Meditation 107
      • Method of Mutual Perceptions 108
      • Negotiation 108
      • Mediation 113
      • Constructive Controversy 115
  • Chapter 9
  • Communication Consulting and Training 117
  • Melissa Gibson
    • Communication Consulting 117
      • Kinds of Consulting 117
      • Consulting Interventions 118
    • Training and Development 119
      • Why Training and Development Are Important 120
      • Assessing Training Needs 121
      • Adult Learning 121
      • Traditional Versus E-Learning Training 122
      • In-House Versus Outsourced Training 123
      • Training Goals and Objectives 123
      • Training Methods 124
      • Conducting Training 125
      • Evaluating Training 125
    • Summary 125
  • Chapter 10
  • Public Relations 129
  • Tim Thompson
    • What Is Public Relations? 130
    • Public Relations Models and Tools 132
      • Writing 134
      • Visualizing 134
      • Planning and Executing Events 137
      • Managing Crises 139
    • Building, Maintaining, and Enhancing Relationships 142
  • Chapter 11
  • Integrated Marketing Communication 145
  • Tim Thompson
    • Components of the Organization’s Brand 145
    • Marketing Research 149
      • Demographics 150
      • Psychographics 151
    • Marketing Planning 155
      • Market Situation 155
      • Goals and Objectives 156
      • Budget, Controls, and Action Plan 156
    • Advertising 157
      • Advertising as Action and Application 158
    • Selling Your Brand 165
  • Chapter 12
  • Career Pathways in Organizational Communication 171
  • Tim Thompson
    • Jobs in General 172
    • Jobs in Sales 173
    • Jobs in Public Relations 173
    • Jobs in Advertising 174
    • Jobs in Human Resources, Training, and Development 176
    • Jobs in Politics 176
    • Jobs in the Nonprofit Sector 177
    • Finding a Job 177
      • Resumes 179
      • Cover Letters 179
      • Interviewing 179
  • References 182
  • Index 190