Tension in Organizational Communication

The more I look at organizational communication the more I view it as a tough nut to crack. I say this because it is not as simple or straight forward as it appears to be. Communication, ideally, is an ongoing, two-way exchange between various entities. The parties are part of a partnership in which they work together to exchange or share information, work toward a common goal or interest, or simply achieve a satisfying or mutually beneficial existence. Their relationship, generally, is based on a premise of equality in which decisions are based on consensus, compromise, discussion, collaboration, and power-sharing.

In a traditional organization, however, equality does not exist. There are the supervisors or management and the subordinates or workers. One has power and the other does not. Any meaningful power or responsibilities the subordinates have beyond their own duties are given them by the people in-charge. Can meaningful communication occur in the context of this kind of imbalance? Is it realistic to even think that a two-way dialogue can occur on an ongoing basis in which the members of an organization actually talk with each other? Or, given the distinct layers between management and labor, can communication within an organization ever go beyond the superiors talking at the subordinates?

My initial sense is, yes, meaningful dialogue within an organization can occur though not in the sense of the kind of openness that one might experience with an equal partner. Much as it often is between a parent and child, organizational communication can and does occur but not always without tension. By initiating effective strategies, both parties can neutralize this tension in several ways. First, they can recognize that tension is present because each has their own perspective and strengths. Secondly, each much give the other respect as free-standing individuals who possess their own skills and abilities. Thirdly, they must acknowledge that the organization itself cannot and will not exist without the active support and buy-in of the other. Thus, each must treat the other with regard. And, finally, the two must not lose sight of the overriding goal that connects them: the organization's sustained success. Communication between any publics or entities is hardly ever without complication. But it is doable. Always.