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Globalization, new technologies, and changes in how companies create value and interact with customers have sharply reduced the efficacy of a purely directive, top-down model of leadership. Part of the answer lies in how leaders manage communication within their organizations—that is, how they handle the flow of information to, from, and among their employees.
Traditional corporate communication must give way to a process that is more dynamic and more sophisticated. We arrived at that conclusion while conducting a recent research project that focused on the state of organizational communication in the 21st century. To date we have spoken with nearly 150 people at more than 100 companies.
Athenahealth, a medical-records technology provider, has gone as far as to treat every last one of its employees as an “insider” under the strict legal meaning of the term.
By talking with employees, rather than simply issuing orders, leaders can retain or recapture some of the qualities—operational flexibility, high levels of employee engagement, tight strategic alignment—that enable start-ups to outperform better-established rivals.
In developing our model, we have identified four elements of organizational conversation that reflect the essential attributes of interpersonal conversation: intimacy, interactivity, inclusion, and intentionality.
shifts the focus from a top-down distribution of information to a bottom-up exchange of ideas.
Organizational conversation is less corporate in tone and more casual.
Traditional one-way media—print and broadcast, in particular—give way to social media buttressed by social thinking.