Professional Documents
Culture Documents
doi:10.1177/1052562909340879
Understanding
Organizational Culture and
Communication through
a Gyroscope Metaphor
Journal of
Management Education
Volume XX Number X
Month XXXX xx-xx
2009 Organizational
Behavior Teaching Society
10.1177/1052562909340879
http://jme.sagepub.com
hosted at
http://online.sagepub.com
Ryan S. Bisel
University of Oklahoma
Amber S. Messersmith
James Madison University
Joann Keyton
North Carolina State University
rganizational culture has become a standard component in management, business communication, and organizational communication
courses (Putnam & Conrad, 1999). Most textbooks introduce the topic to
some degree, and some universities and colleges are now offering organizational culture courses at advanced undergraduate and graduate levels.
Authors Note: The first and second authors are listed alphabetically and contributed equally.
An early version of this article was presented at the annual meeting of the National
Communication Association in San Antonio, Texas, in November 2006. For supplemental
materials, see http://www.joannkeyton.com/TeachingOrganizationalCulture.htm. Address correspondence to Ryan S. Bisel, University of Oklahoma, Department of Communication, 610
Elm Avenue, Rm. 101, Norman, OK 73019; e-mail: RyanBisel@ou.edu.
1
Despite reviews and resources for scholars who study organizational culture
(e.g., Eisenberg & Riley, 2001), few materials exist for teaching organizational culture beyond an analysis of what content should be included in such
courses (e.g., Lundberg, 1996). Although notable summary texts exist (e.g.,
Deetz, Tracy, & Simpson, 2002; Keyton, 2005; Martin, 2002; Parker, 2000;
Schein, 1992), none has systematically provided a method by which to teach
the fascinating interdependence of organizational culture and organizational
communication.
As discussions and debates have evidenced, we are not of one mind about
positioning communication within the study of organizational culture (e.g.,
Corman & Poole, 2000; May & Mumby, 2005). Instructors must figure out
how to teach students who have limited awareness of scholarly conversations about competing philosophical ontologies and epistemologies regarding organizational communication. Stohl (2000) advocates enhancing
multiperspective fluency of students. The rich multiperspective approach to
organizational culture that fascinates communication and management
scholars may overwhelm students, particularly undergraduates, who are
accustomed to more straightforward presentations.
Similar multiperspective approaches also exist within the cultural metaphor for organizational communication (May, 1993). Thus, to meet the
standard instructional objective in a management or organizational communication course of encourage[ing] students to develop multiple perspectives
for understanding organizational events (Putnam & Conrad, 1999, pp. 145146), pedagogical models and activities for helping students engage these
differences are needed. Otherwise, students are likely to passively adopt
assumptions, particularly those found in the objective writing of so many
textbooks (May & Mumby, 2005, p. 265). Such passive adoption may have
unintended but significant consequences for reducing organizational culture to merely the identification of artifacts, values, and assumptions (Stohl,
2000, p. 185). Also, they may fail to acknowledge the different ways in
which communication is positioned vis--vis organizational culture.
Organizational culture is a dominant topic across management, organizational behavior, organizational change, and organizational communication
texts; therefore, it is a vantage point from which to introduce students to
contradictory explanations of a phenomenon (see also Lundberg, 1996).
these concepts. In ancient Greece, an agon was a contest between competitors. Contests, ranging from wrestling matches to competitive debates,
were a cornerstone of Greek pedagogical practice. Priority was not placed
on the outcome of an agon per se but rather on the encounter between
competitors, an event that produced struggle and change (Hawhee,
2002, p. 185). Encounter was emphasized over victory because the former
allowed each competitor opportunity to improve and refine skills.
Similarly, the focus of an agonistic approach does not seek to privilege a particular perspective over others, nor is it meant to reconcile
divergent literatures and assumptions. Rather, the desired result is the
perspective gained from the encounter with divergent approaches competing with one another. Through such encounters, healthy tensions can
result and thereby provide understanding beyond any single theory or
paradigmatic lens (Lundberg, 1996).
Agonistic approaches have been found useful in the organizational culture literature to describe the ways in which culture can be understood from
diverse perspectives simultaneously (Martin, 2002). For example, Martin
offers a three-perspective theory of culture, which both highlights and hides
various insights provided by three perspectives of organizational culture
(i.e., integration, differentiation, and fragmentation). Martin, however,
writing from her position as a management scholar, does not theorize about
the role of communication relative to organizational culture.
Similarly, Fairhurst and Putnam (2004) also offer an agonistic approach
of three major orientations that catalog assumptions embedded in contemporary research on organizational discourse (i.e., workplace talk). First, the
object orientation refers to research that assumes the entity of the organization precedes organizational discourse. Second, the becoming orientation
refers to research that assumes the organization is constituted in discourse.
Third, the grounded in action orientation refers to research that assumes
discourse and organization are mutually constitutive; thus, there is a dure
or constancy to organizational life that is fixed in communicative activity.
Fairhurst and Putnam, however, writing from their position as organizational communication scholars, do not theorize about the role of organizational culture relative to communication.
Like Martin (2002) and Fairhurst and Putnam (2004), we use an agonistic approach for three reasons. First, agonistic approaches hold elements
constant (e.g., communication and organization), allowing scholars to view
different orientations of those elements. Second, agonistic approaches
make comparisons among divergent orientations possible. Third, agonistic
approaches allow scholars a multifaceted view of a phenomenon from divergent, competing orientations simultaneously. These features of agonistic
Why Communication?
The processes of organizational communication are notoriously difficult
to describe to students. Students often assume familiarity with communication and organizations, further complicating the problem of pedagogy.
Clarifying Culture
As with teaching about organizational communication, students assume
familiarity with the concept of organizational culture based on its frequent
coverage in the popular press (Keyton, 2005), as well as the common, everyday usage of the term (a product of discourse). For us, organizational
culture consists of the artifacts, values, and assumptions of an organization
(Schein, 1992). Because many of the tangible, observable artifacts of an
organization are under the purview of management (e.g., company logo,
physical arrangement of the office), management often believes it is
responsible for and in control of organizational culture. However, Keyton
(2005) extends the definition of culture, arguing that the elements of artifacts, values, and assumptions emerge from all organizational members
discourse and interactions. Furthermore, Krizek (2005) views culture as
patterns of meaning and interpretationwhether these patterns emerge
among management or employees. Though rarely articulated by popular
press usage of culture, these academic definitions of culture suggest the
strongest of links between culture and communicationa point that is
emphasized by our approach.
Three Orientations
To encourage students to investigate divergent assumptions concerning
the relationships between communication and culture, the gyroscope
metaphor provides three orientations from which to view these relationships. We explain our gyroscope metaphor by adapting Fairhurst and
Putnams (2004) three orientations on discourse and organization; however, we apply their model to organizational discourse and culture. First,
Table 1
Agonistic Approach to Organizational
Communication and Culture by Orientation
Orientation
Object
Becoming
Characteristics
Advantages
Illustrative Research
Reports
Tends to minimize
external forces
Tends to mitigate
individual
responsibility
Hylm and
Buzzanell (2002)
Communication
exists prior to
culturing
Tends to
overemphasize
the influence of
current
communication
Tends to overlook
material
constraints
Directs focus to
importance of
communication
Communication
Emphasizes
and culturing are
individual
dynamic
choice in
communicative
action
Communication
shapes culturing
Culture is in the
present
Grounded
in action
Disadvantages
Communication
and culture are
mutually
constitutive
Communication is
enabled and
constrained by
culture
Culture is in past
and present
communication
Directs focus to
the importance
of time
Emphasizes both
individual
choice and
controlling
features of
culture
Tends to
overemphasize
the influence of
past interactions
Tends to privilege
communication
over culture
Eisenberg, Murphy,
and Andrews
(1998)
Banks (1994)
Boden (1994)
Dougherty and
Smythe (2004)
Figure 1
Gyroscope Metaphor of Organizational Discourse
and Culture From the Object Orientation
and procedures. For example, in November 2008, the CEOs of three major
American automakers were criticized for taking private jets to Washington,
D.C. (Ross & Rhee, 2008). The purpose of the trips was to plead with
Congress to grant the auto industry $25 billion in taxpayer money so
that Chrysler, Ford, and GM could avoid bankruptcy. Despite their
respective companies being in financial peril, the CEOs still made use
of a lavish company perk: private jet transportation. Their trips cost an
estimated $20,000 each. In this case, the organizational cultures encouraged the CEOs poor decision making, which communicated irresponsibility to Congress. When questioned in Congress about their transportation
choices, the CEOs would not comment.
Second, although a researcher in the object orientation thoroughly
examines the cultural aspects inside the container of the organization, the
boundaries may blind him or her to outside influences, such as economic,
legal, political, and societal forces. These forces may affect the culture in
profound ways, even though they do not originate within the container.
The gyroscope metaphor viewed from the object orientation focuses on
organizational culture as a cause of communicative activity. Most significantly, this orientation does not address how culture is initiated or changed.
From the object orientation, the cultures ontology is embedded in or
framed by the policies, procedures, and will of management.
A major caution for students examining organizational culture from this
orientation is the tendency to overlook the role of discourse. When students
identify the culture created by policies and procedures but do not link it to
communicative outcomes within the organization, they have moved away
from the link between discourse and organizational culture and even away
from this agonistic approach. Popular press tends to take a perspective on
organizational culture that is most similar to the object orientation (e.g.,
Lencioni, 2009). However, the object orientation as a scholarly position
still emphasizes discourse in ways that the popular press does not.
In summary, the gyroscope metaphor viewed from this object orientation emphasizes the influence of culture over discourse. The culture, created by the sum of organizational procedures and policies, enables and
constrains the communicative action of organizational members.
Becoming orientation. Some scholars who reject an object orientation
assume discourse exists prior to culture. These scholars who assume a
becoming orientation tend to ask, How is discourse culturing? The
assumption of this simple question is that discourse possesses culturing
properties and that, as a result, culture is always in a state of becoming and
Figure 2
Gyroscope Metaphor of Organizational Discourse
and Culture From the Becoming Orientation
will to reinforce or challenge existing culturing, thereby altering the direction of a cultures progress turn by turn, word by word. Second, and similarly, the becoming orientation directs our attention to the change producing
capacity of communication. A clear example of this is any new business
venture. As an entrepreneur has an idea for a company, discusses it with
others, and moves the new organization through the necessary legal and
financial structures, the culture of the new organization is produced with
each discussion and decision. There was no organizational culture prior to
these communicative processes.
From this orientation, every organizational member possesses responsibility, especially regarding unethical behavior. A whistle-blower, through
his or her complaint (i.e., discourse) of unethical practices to management,
changes the culture, however slightly. Perhaps the result is a culture
marked by openness, honesty, and a desire to operate morally. If the
whistle-blowers discourse is suppressed, punished, or ignored, the resultant
culture is now one marked by the acceptance of wrongdoing. Even intentional silence is a form of communicative choice, which may reinforce or
challenge culturing because silence often suggests implicit approval. Third,
action orientation may seem to combine the object and becoming orientations, the grounded in action orientation is distinct in that it treats action
and structure as mutually constitutive. Thus, the organization never assumes
the form of an identifiable entity because it is anchored at the level of social
practices and discursive forms (p. 16). From the grounded in action orientation, the cultures ontology is found at the level of everyday interaction as
enabled and constrained by past interactions. Therefore, researchers seeking to uncover how constancies of organizational life are fixed in everyday
talk will investigate how actors appropriate the rules and resources gained
from previous interactions in their present conversations.
Research conducted from this orientation assumes that past interactions
create a culture that enables and constrains present interactions and interpretations (e.g., Dougherty & Smythe, 2004). For example, Banks (1994) investigated flight attendants public safety announcements as they both recreated
and resisted airline institutions. In performing public announcements (PAs),
flight attendants achieved multiple goals. They accomplished the essential
function of preparing passengers to follow their directions in an emergency,
whereas at the same time they minimized the seriousness of the announcement to comfort themselves. Banks noted, In performing PAs, flight attendants achieved multiple goalspersonal and professional, institutional and
culturalwhether consciously or not (p. 262). Here, the flight attendants
recreated and also resisted airline institutions and culture. Although individuals consciously or unconsciously understand some expectation (i.e., culture)
for their behavior based on previous interactions (i.e., discourse), individuals
can communicatively act in the present to challenge the culture, thereby
affecting (however slightly) future organizational culture.
Similarly, Arnesen and Weis (2007) outlined strategies for developing an
effective company policy for employee Internet and e-mail use. Personal
Internet and e-mail use by employees is a two-edge sword. On one hand,
personal use, such as online banking, may enhance employee productivity
by increasing their physical time spent at work. However, on the other
hand, devious personal use of company Internet and e-mail may expose
organizations to sexual harassment violations and decrease employee productivity. The authors recommend controlling employees mediated discourse by instituting appropriate company policy. However, their insightful
contribution originates in their suggestion to encourage a collaborative and
participative construction of company policy by employees themselves.
Thus, Arnesen and Weis suggested a grounded in action approach. They
argued for discourse about technology usage (i.e., talk among employees)
to create company policy and norms (i.e., a specific kind of organizational
Figure 3
Gyroscope Metaphor of Organizational Discourse and
Culture From the Grounded in Action Orientation
After students have written and presented their messages to the class, the
instructor can facilitate a discussion with the class about how effective they
think each message will be in changing the culture. Throughout this discussion, connections to the three orientations should be made. Specifically, the
facilitator could demonstrate that a manager should attempt to encourage
optimistic interaction by and among employees and discourage pessimistic
interaction by and among employees. According to the grounded in action
orientation, the aggregation of these interactions comes to shape culture,
which, in turn, comes to shape how employees interact. An example of an
excellent message that seeks to enhance optimistic interaction by and
among employees may be the following:
I know many of you are concerned. You are concerned about the fate of your
jobs, your coworkers, and this branch. But we must turn that negative
energy into proactive energy. We cannot allow our negativity to become
self-fulfilling. This company has succeeded in hard times before. The way
to ensure our job security is to work harder, to innovate more, and to exceed
our clients expectationsall of which begins with a positive attitude. From
this point forward, I no longer want to hear pessimism and gossip in these
offices! No more. From this point forward, we need to be encouraging. We
need to tell each other when we have done a good job. When your coworker
is down, encourage him. When your coworker innovates, praise her. We
need creative ways of doing business more profitably than ever before
because all of our jobs depend on it. Jill, when you figured out how to
reduce our insurance expenses, that was a stroke of genius. Well done! Alex,
when you stayed late last Friday to complete an order, that was hard work
in action. Well done! Thats the innovation and tenacity we need and thats
the sort of encouragement we need. When your coworker gets it right, they
need to hear it from you because thats the kind of attitude that will ensure
we will remain a successful branch.
Conclusion
Turning contradictory perspectives that spawn interesting academic
debates into reasonable pedagogy for our students can be difficult. We answer
the oft-heard call for more suitable strategies for translating abstract and
disparate theoretical assumptions into teaching materials by presenting three
interpretations of the gyroscope metaphor. We know of no other perspective to date that more directly outlines the potential relationships among
these crucial elements of our social world. The agonistic approach and
gyroscope metaphor allow us to add communication to Martins (2002)
model of organizational culture while allowing us to add culture to Fairhurst
and Putnams (2004) model of organization and discourse. We believe that
the relationships among communication and culture presented as a metaphor of a gyroscope is heuristically useful for teaching undergraduate and
graduate students about these difficult and abstract concepts. Using this
approach, students will be able to more easily identify each orientation and
its strengths and weaknesses. For more advanced students, instructors can
use the three interpretations of the metaphor to help students identify and
test the effects and implications of assumptions embedded in organizational
culture research.
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