Submitted to the Graduate Faculty of Texas Tech University ...

r y

.^^

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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