This research explored how employees perceived and articulated organizational
"rules " in describing specific communication problem incidents. The research
elicited and analyzed 560 short narratives from MBA students describing an
actual on-the-job communication problem caused by another organization
member's weak understanding of "how we communicate here." Respondents cited
many more unwritten than written sources of guidance, naming 22 different
means by which organizations conveyed guidance on "how we communicate
here." Categorizing types of communication problems showed that about 20
percent could have been prevented or solved by communication policy guide
lines ; other kinds of managerial intervention are recommended for those owing
more to bad individual judgment, poor managerial oversight, or dearth or
inappropriateness of cues from corporate culture. Organizations with some
written policy on communicating may have thought more about "how we com
municate here" and how to convey that information to employees. Respondents'
cost estimates suggest that communication problems are a drain on profitability
and effectiveness. Most organizations should examine how employees learn the
communication rules at present and should introduce measures that reduce
uncertainty. If employees can make sense of their work environments sooner and
more accurately, errors are likely to diminish.
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