COMMUNICATION AUDIT

     Research (Edmonson) shows that assumptions and misunderstandings of organizational actors have unintended and counterproductive effects and hence it is important to employ a cognitive level of intervention.  Cognitive intervention seeks to clear up assumptions and misunderstandings. Creating an environment of learning would support intervention (Argyris & Schon, p. 111), along with the development of a shared vision.  Foundationally, any cognitive intervention would recognize the need for valid information, discrete execution, and building “internal commitment to the choices made” (French, Bell, and Zawacki, 1994, p. 135). 
    
     One of the forms of intervention modality could be the presenting of a consulting diagnosis (Harrison and Shiron, (1999, p. 33-4) with a presentation a model of an effective organization (p, 163).  As Morgan notes, organizations can “intervene in their own functioning and thus participate in creating and maintaining their identity, (1997, p. 256).  The creation of a learning organization would support additional or follow on organizational “self intervention.”
    
     Additionally, Roger Harrison (French, Bell, and Zawacki, 1994, p. 415, 417) notes that there are levels of intervention (behaviors; interpersonal relationships; and the individual).  Effective intervention would seek opportunities to affect change at all levels.

        Communication audits basically seek to identify problems that hinder healthy organizational functioning (Goldhaber).   A communication audit is done with a fact-finding focus to increase the communication and thus work efficiency of an organization. 
    
     An audit seeks to determine the current efficiency of communication, the communication problems that may exist, and the level of communication between departments, organizational levels, as well as between individuals and the organization and the organization and the environment.
    
     While there are various techniques of measurement, most audits have a 3-stage approach of finding and observing facts, analysis of those facts, and evaluation and recommendation to the organization. 
    
1- When major change sweeps through the organization and communication processes need to be reexamined.

2- When there is a workforce problem or dissatisfaction due to weakness in the communication process.

     While there are several approaches that can be taken, an audit generally interviews various stakeholders and listens to representative focus groups.  Part of the research seeks to determine the organizational mission and strategy to carry out the mission goals. 
    
     Also, an audit helps to determine consistency between organizational vision and reality. As one writer notes (Alexander, 1992, p. 68) “To influence an organization, you must understand its values. Sometimes they are openly stated; at other times they are less visible . . . To determine the values of an organization, begin with its published literature.  See what it is saying to the outside world.  If you can access internal documents, compare them to external literature and check for consistency. The behavior of the organization tells you what its real values are.”
    
     Hopefully, a successful communication audit will result in an increase in organizational communication efficiency, productivity, and morale as well as an increase in an understanding of organizational goals and values.

 The communication audit (Goldhaber, 1993, p. 384) is comprised of six sections: field of study, organization studies, method-procedure-data-gathering techniques, analysis-findings, and summary-conclusions-suggestions. Level and Galle (1988) believe it is desirable to focus an audit on a particular area of focus, which may be interpersonal, intrapersonal, or on the communication process.  The area of focus for this analysis will be on organizational communication effectiveness.

Nature of Formal Organizations

 Morgan (1997) noted that “organizations are rarely established as ends in themselves, they are instruments created to achieve other ends” (p. 15).  With this in mind, formal organizations establish structures to meet their established purpose.  Reitz (1987) expanded upon this theory by stating that “these structures consist of rules, policies, procedures, authority and communication networks that define and regulate the actions and interactions of organizational members” (p. 509).  With the support of these structures, individuals provide input to a process that is converted and transformed into output, thus the existence of a formal organization.
 
Definition of Communication

 According to Goldhaber (1993), “organizational communication has been called the lifeblood of the organization, and the glue that binds the organization” (p. 5).  Level and Galle (1988) stated that “two significant trends have given communication its importance in the organization: 1) we have become an information society, and that is altering the traditional approach to management, and 2) tremendous technological advances demand new skills for the successful communication with others” (p. 3).  Hence, communication can be defined as the successful transfer of information [through various media] to a receiver for decision-making purposes.  It can also be defined as the transmission of an intended meaning to others.   Harris (1993) added “communication is a process where there is mutual assignment of meaning” (p. 5).  The sender should emphasize the word intended, because for the transmission messages to be effective, the receiver must decipher the meaning as intended.

Nature of Communication in Organizations

 Theorists who study organizational communication agree that it is the most dominant activity in any work environment.  As workers, we communicate with each other throughout our workday, either by phone, face to face, electronic mail, or memorandum.  This activity is necessary to maintain the health and viability of the organization.  Harris (1993) referred to a 1994 survey by General Electric which concluded that “a direct link exists between good communication with employees immediate supervisor and job satisfaction in specific categories of general problems, feedback and performance appraisal” (p. 2).  Goldhaber (1993) supports this theory by stating “research findings documenting the value of organizational communication show the correlation between an effective communication system and high overall organizational performance” (p. 5).  Because of these findings, organizational leaders are emphasizing the importance of effective communication. 
  

Communication Audit Exploratory Interview

     Communication can have several different meanings, here we mean any messages sent or received, formal or informal.  Your response is confidential and evaluated as part of a whole.

1. Describe your congregational duties or function.
______________________________________________________________________________________________________________________________________________________________________________

2. What decisions do you usually make in your job?
______________________________________________________________________________________________________________________________________________________________________________

2. What information do you actually get to make those decisions and from whom?
______________________________________________________________________________________________________________________________________________________________________________

3. Are there formal or informal policies in your organization which determine how you get this info?
______________________________________________________________________________________________________________________________________________________________________________

4. Should any policies or practices be added, changed, or abandoned?
______________________________________________________________________________________________________________________________________________________________________________

5. What are the communication strengths of this organization?
______________________________________________________________________________________________________________________________________________________________________________

6. What are the communication weaknesses of this organization?
______________________________________________________________________________________________________________________________________________________________________________

7. Describe the formal channels through which you usually receive information?  What kinds of information do you tend to receive?
______________________________________________________________________________________________________________________________________________________________________________

8. Describe the informal channels through which you typically receive information about this organization.  What kinds of information do you tend to receive? 
______________________________________________________________________________________________________________________________________________________________________________

9. How often, if ever, do you receive information about this organization which is of little value or use to you?  If and when you do, what kinds of information do you receive? From whom do you receive this?
______________________________________________________________________________________________________________________________________________________________________________

10.  What would you like to see done to improve info flow in this organization?  ______________________________________________________________________________________________________________________________________________________________________________

11.  Describe the way decisions are typically made in this organization.
______________________________________________________________________________________________________________________________________________________________________________

12. When conflict occurs in this organization, what is its major cause?  How is conflict typically resolved?
______________________________________________________________________________________________________________________________________________________________________________

13. Describe the communication relationship you have with others in the congregation, specifically the pastor/s and those in other positions.
______________________________________________________________________________________________________________________________________________________________________________

14. How do you know when this organization has done a good or bad job toward accomplishing its goals?  What measures of effectiveness are used in this organization?
______________________________________________________________________________________________________________________________________________________________________________

15. What are the role and function of power groups in the organization?
_____________________________________________________________________________________________________________________________________________________________________________

16. Who has formal power and who has informal power in the organization?
______________________________________________________________________________________________________________________________________________________________________________

References

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  Argyris, C. and Schon, D.A. (1996). Organizational learning II: Theory, method and practice. New York: Addison-Wesley Publishers.

  Bennis, W., & Nanus, B. (1997). Leaders. NY: Harper Business. 

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  Goldhaber, G.M. (1978). Improving institutional communication. San Francisco: Jossey-Bass.

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  Goldhaber, G.M., & Krivonos, P. (1977). The ICA audit: Process, status, and critique.  Journal of business communication, 15, 41-56.

  Goldhaber, G.M., Dennis, H., Richetto, G., & Wiio, O. (1984). Information strategies: New pathways to management productivity. Rev. Ed.  Norwood, NJ: Ablex Publishing Corp.

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  Rudolph, Evan. “An Evaluation of ECCO Analysis as a Communication Audit Methodology.”  Unpublished manuscript delivered at the International Communication Association Convention, Atlanta, GA. April 1972.
     
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  Thayer, Lee. (1967). Communication and organization theory. In Human communication theory. F. Dance (Ed.), NY: Holt, Rinehart & Winston, 70-115.