Communication is not linear, it is circular.
Communication is not linear, it is circular. Models depicting the process of communication have evolved from a linear explanation, first developed by ancient Greek rhetoricians over 2,000 years ago, to a circular explanation, offered by Barnlund. In the earliest description of the communication process, a source transmitted a message to a receiver in much the same way that an archer shoots an arrow into a target. Only the source had an active role in this model; the receiver merely accepted messages. This view, known as an action model, is diagrammed below.
The action model provided an incomplete depiction of the communication process because the response of the receiver was ignored. Reactions to mes- sages, known as feedback, were included in the next explanation of communica- tion—the interaction model. The interaction model described communication as a process of sending messages back and forth from sources to receivers and receivers to sources. From this perspective, diagrammed at the top of p. 9, com- munication resembles a game of tennis.
An Action Model of Communication
RECEIVERSOURCE
live in the area so their children can attend the schools. Gates was hired as superintendent after her predecessor (who had been in the district for 37 years as a teacher and administrator) retired. Gates was a well-regarded candidate; she had years of experience leading high-performing pro- grams in school districts in another state. Within two months of her arrival at Elmwood Hills, Gates assembled the more than 2,000 faculty and staff members within the district. Although few of these teachers or staff members had met Gates yet, most were eager to hear what their new leader had to say. In the meeting, Gates unveiled a new vision statement and a set of 12 initia- tives, including mandatory nightly homework assignments, a greater emphasis on core academic subjects, and revamping many of the existing programs within the district. Although many of the initiatives Gates presented had merit, most of those attending the meeting left with a very nega- tive impression of their new leader. What do you think went wrong?
Shirley Phillips is the CEO of Hilcrest Laboratories, a multinational pharmaceutical company. As CEO, Phillips has exhibited an antipathy toward corporate perks. Like all other Hilcrest execu- tives and managers, Phillips has a cubicle, not a private office. When Phillips travels, she flies coach class and rents a subcompact car, as do all Hilcrest executives and managers. Employees jokingly refer to these small rental cars as “Hilcrest limousines.” Phillips’s efforts are viewed by some as merely an attempt to cut costs. Some senior managers feel they have earned the perks of first-class travel and full-size rental cars. Others contend that Hilcrest’s profit-sharing plan is perk enough and that money shouldn’t be wasted on costly airfares and rental cars. Phillips argues her actions communicate a belief that all at Hilcrest are equal in importance. What do you think?
After considering these six examples, think of some of the leaders with whom you have worked in the past. Identify examples of effective or ineffective symbolic behavior on the part of these leaders. Discuss your examples with others in class.
Hackman-Johnson 6E.book Page 8 Tuesday, March 12, 2013 12:54 PM
