EXPLORING THE DRIVERS OF EFFECTIVE INTEGRATED WORKPLACE COMMUNICATION

(Mini-Dissertation)

EXECUTIVE MBA-16 GRADUATE SCHOOL OF BUSINESS – UCT

NAME: Vincent MatlalaSTUDENT NUMBER: MTLVIN001

SUPERVISOR: Ncequ NyathiDATE: 4 December 2015

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ABSTRACT

The mining industry is continually faced with labour instability challenges. These directly impact on business capability as well as on investability in South African mining business. This study focuses on an organisation that has been impacted on by these challenges. The protracted five months’ strike suffered by platinum mines in 2014 as well as the Marikana Tragedy are key examples of the impact of labour dynamics in the South African mining sector. Central to these disastrous events are key labour dynamics issues such as workers’ alienation, lack of collaboration, missed communication and alignment opportunities, misaligned stakeholder interests and poor workforce engagement. While the mining industry experiences fundamental problems, the ability to communicate effectively and integratively with all role players in the workplace remains essential for mobilising a culture of inclusivity and organisational alignment especially in this sector. This study illustrates Traditional workforce communication theories and models have lost their relevance. For instance, the prevalent top-down approach, line supervisors’ poor interpersonal skills, limited understanding of real workers’ interests and behaviour drivers, fragmented communication structures and platforms, workers’ low literacy levels, reactive communication practices, manipulation of information, as well as silo or self-interest tendencies have a restraining impact on the integrated communication adequacy on the mines. The lack of adequate creative enquiry to deal with the prevalent disharmonies and tensions in a typical labour intensive mining organisation is an area of concern, as it limits integrative workplace communication. Therefore, better levels of collaboration, inclusivity and creative enquiry are required to bring about better harmony and efficiency in the sector. Furthermore, the communication channels and platforms across the organisation must be designed and implemented in a manner that facilitates a multi-directional flow of information and exchange of ideas. Without this meaningful and effective application, the design of an appropriate workforce communication function, structures and processes will not add value to the organisation.

Based on the above situation and concern, the question that this research project is pre-occupied with is: What is the integrative adequacy of the workplace communication within the chosen research setting? Furthermore, what are the integral ingredients of an effective integrated workplace communication function? Finally, what are the enablers and restraints hereof, and how can they be managed to influence the behaviour of the concern variable in a desired direction? The two key interventions required to positively influence the behaviour of the concern variable are: Revised and effective application of the integrative workplace communication design and the enhancement of communication competencies to

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enable better levels of shared understanding as well as dialectical capability across all levels of the organisation. Primarily, the effective application and utilisation of the workforce communication design, namely the available tools, platforms and processes, is of utmost importance.

ACKNOWLEDGEMENTS

First and foremost, I wish to thank all participants in this study for the time and opportunity they afforded me to ‘get into their head-space’ and to leverage on their rich insights, perspectives and experiences about the phenomena under review. It is these diverse views and inputs that helped the researcher better understand and surface new appreciation about the fundamental drivers of integrated workplace communication in the context of the chosen research setting.

I was privileged to be granted permission to use Anglo American Platinum as the chosen research setting, and for that I am truly humbled. My thanks to the company’s management for the trust and confidence shown to allow me to go beneath the already known, and to research the underling drivers as well as the manifestations of the situation of concern in this research project.

Finally, I am particularly indebted to my lovely wife and daughters for allowing me space to

focus my energies to this study project, as well as for all the motivation and support shown

throughout.

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TABLE OF CONTENTS

ABSTRACT .................................................................................................................................. 2

TABLE OF CONTENTS ................................................................................................................. 4

Chapter 1: Introduction and Situation of Concern ................................................................. 8

1.1 Introduction ................................................................................................................ 8

1.2 Background to Situation of Concern ........................................................................ 10

1.3 Rich Picture: Situation of Concern ........................................................................... 12

1.4 Stakeholder Analysis: CATWOE ............................................................................... 14

1.5 Force Field Analysis ................................................................................................... 16

1.6 Research Questions .................................................................................................. 17

1.7 Goals .......................................................................................................................... 18

1.7.1 Intellectual Research Goal ................................................................................. 18

1.7.2 Practical Goal ..................................................................................................... 18

1.7.3 Personal Goal ..................................................................................................... 19

1.7.4 Sub-Goals ........................................................................................................... 19

1.8 Argument for Relevance........................................................................................... 19

Chapter 2: Research Design .................................................................................................... 21

2.1 Research Approach and Strategy ............................................................................. 21

2.2 Research Methodology ................................................................................................ 22

2.3 Research Setting ........................................................................................................... 22

2.4 Research Process .......................................................................................................... 24

2.5 Population ..................................................................................................................... 25

2.6 Sampling ........................................................................................................................ 26

2.7 Data Gathering .............................................................................................................. 27

2.8 Data Analysis and Recording ........................................................................................ 28

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2.8 Ethical Considerations .................................................................................................. 29

2.9 Research Methodology Framework ............................................................................. 29

2.9.1 Soft Systems Methodology ..................................................................................... 30

2.9.2 Application and Depiction of SSM Framework ....................................................... 31

2.10 Knowledge Funnel……………………………………………………………………………………………………. 39

2.11 What is already known about the topic……………………………………………………………………. 40

2.12 What value this paper adds……………………………………………………………………………………….41

2.13 Anticipated Findings…………………………………………………………………………………………………..42

Chapter 3: Research Results ................................................................................................... 43

3.1 Introduction .................................................................................................................. 43

3.2 Building Towards the Research Results ....................................................................... 43

3.2.1 Analysis Workforce Communication Landscape .................................................... 43

3.2.2 Internal Documentation Review ............................................................................. 45

3.2.3 Interviews and Questionnaires ............................................................................... 45

3.2.4 Proposition Logs ..................................................................................................... 51

3.2.5 Researchers’ Internal Insights and Observations………………………………………………..52

3.2.6 Processing of Knowledge Based on a Funnel View ................................................ 54

3.2.7 Discussion of the Knowledge Funnel View of Workforce Communication………….55

3.2.7.1 Mystery ......................................................................................................... 55

3.2.7.2 Heuristics ...................................................................................................... 56

3.2.7.3 Algorithm ...................................................................................................... 57

3.4 Core Variables and Concepts as Basis of Research Results ......................................... 58

3.5 Results Depiction Through Inter-relationship and Causal Inter-play ......................... 58

3.6 Analysis of Research Results ........................................................................................ 59

3.7 Linking the Results to Research Question ................................................................. 61

Chapter 4: Literature Review .................................................................................................. 63

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4.1 Introduction .................................................................................................................. 63

4.2 Integrated Workforce Communication Adequacy as an Imperative .......................... 63

4.3 What Informs the Integrated Workforce Communication Adequacy? ...................... 66

4.4 How to Enhance Integrated Communication Adequacy? ........................................... 68

4.5 Core Variables Definition and Concept Analysis ......................................................... 70

4.5.1 Definitions and Literature Review on Core Variables ............................................ 71

4.5.2 Concept Analysis .................................................................................................... 72

Chapter 5: Theory Building ..................................................................................................... 75

5.1 Introduction .................................................................................................................. 75

5.2 Data and Observations ................................................................................................. 75

5.3 Key Concepts and Core Variables................................................................................. 75

5.4 Causal Relationships ..................................................................................................... 76

5.4.1 Inter-Relationship Diagram…………………………………………………………… 76

5.4.2 Causal Loop Diagram………………………………………………………………… 77

5.5. Solution Design Process………………………………………………………………………………………………79

5.5.1 CMO…………………………………………………………………………………………………………………..79

5.5.2. CIMO…………………………………………………………………………………………………………………80

5.5.3. Design Propositions…………………………………………………………………………………………..82

Chapter 6: Evaluation and Limitations ................................................................................... 86

6.1 Study Evaluation ........................................................................................................... 86

6.1.1 Relevance ............................................................................................................ 86

6.1.2 Utility ................................................................................................................... 86

6.1.3 Validity ................................................................................................................. 87

6.1.4 Ethical Evaluation ............................................................................................... 89

6.2 Study Limitations .......................................................................................................... 90

6.3 Areas for Further Research .......................................................................................... 91

6.4. Conclusion……………………………………………………………………………………………………………….92

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BIBLIOGRAPHY ......................................................................................................................... 93

APPENDICES ............................................................................................................................. 96

Appendix A: Research Interview Guide .............................................................................. 96

Appendix B: Research Questionnaire ................................................................................. 97

Appendix C: Reflective Memo Template .......................................................................... 102

Appendix D: Examples of Proposition Logs…………………………………………………….……………102

Figures and Tables

Figure 1: Representation of the Situation of Concern Figure 2: CATWOE Analysis Figure 3: Force Field Analysis Figure 4: Research Process Illustration Figure 5: Conceptual Model – Integrative Workforce Communication Figure 6: Conceptual Model versus Reality Figure 7: Questionnaire Survey Analysis Figure 8: Integrative Communication Enablers Figure 9: Integrative Communication Restraints Figure 10: Knowledge Funnel View Figure 11: Inter-relationship Diagraph (ID) Figure 12: Causal Loop Diagram (CLD) Figure 13: Context, Mechanisms and Outcome (CMO) Figure 14: Context, Interventions, Mechanism and Outcome (CIMO) Table 1: Research Settings’ Communication Landscape Table2: Reflective Memo Example Table 3: Concept Analysis

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CHAPTER 1: INTRODUCTION AND SITUATION OF CONCERN

1.1 INTRODUCTION The significance of the integrated workplace communication approach cannot be over-emphasised, more especially in a labour-intensive organisation such as the mining company chosen as a focus area in this study. This study seeks to explore the factors that drive the adequacy of integrated workforce communication in the chosen research setting, namely Anglo Platinum.

What stimulated the researcher’s interest to study this phenomenon, namely integrated workplace communication, were the observed patterns of fragmented, misaligned and self-interest based tendencies that drive organisational communication in the chosen research setting and in other organisations within the mining industry. Given the labour-intensive nature of the mining organisations, misaligned workforce communication has adverse implications on labour capitalisation. These implications manifest themselves through labour unrests, dwindling productivity levels, business continuity uncertainty, constrained stakeholder collaboration prospects, to name a few. The researcher is therefore interested in establishing what informs these unwanted trends, and what needs to be put in place to drive integrative adequacy of workplace communication in the mining context. It is the researcher’s belief that integrative adequacy in workplace communication will mobilise collective intelligence, effort and performance on the mines, which is essential for future sustainability of the industry.

The “integratedness” of the workplace communication will be viewed in the context of the following parameters and dimensions:

Multiplicity and effectiveness of communication platforms and structures; Level and quality of collaboration and inclusivity; Workforce communication structural design, for instance, the multi-directional

approach, namely top-down, bottom-up and lateral communication; Ideological influences that shape the communication content, agenda and approach; Communication competencies; Effectiveness of the feedback circles;

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Use of communication media and technology; and Systems theory adequacy.

Furthermore, the integrated workplace communication framework and processes include the following:

Communication content relevance; Feedback mechanisms; Communication direction and levels; Level of inclusivity; Communication capability/skills; and Communication channels and media.

Workplace communication primarily refers to the exchange of information which creates mutual understanding and a unification of activities towards the accomplishment of organisational goals. Therefore, it is a continuous process of two-way engagement within the organisation, if mutual understanding is to be achieved. Feedback and debate must not only be permitted but also actively encouraged (Crossan, 1987).

Crossan (1987) further observed that the success of any company depends on all staff being able to make their maximum contribution to its goals and identify with its achievements. Good communication contributes to this by ensuring that all staff know and understand organisational goals, plans, progress and problems at company, department and work unit level. The company equally needs to know, understand and respond to staff concerns, aspirations and ideas, if they are to reduce the problems arising from misunderstandings and lack of information. It is the researcher’s view that this assertion by Crossan emphasises the fundamental significance of an all-inclusive and integrated approach in executing the workplace communication function.

Organisational internal communication facilitates interaction between managers and employees, which creates workplace relationships based on meaning and worth. In turn, employee engagement is optimised (Karanges, Johnston, Beatson & Lings, 2014). Organisations can achieve more optimal levels of engagement through communication that ensures employees feel part of the organisation’s internal community. This can be achieved through internal communication and organisational culture that encourages employees to share their ideas and opinions openly.

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Managers need to recognise employee communication as a strategic imperative and learn to lever its strategic capabilities. Employee communication must play a strategic role for the organisation to work effectively. This strategic role means that communication must be integrated into the company’s strategy and be recognised for its strategic implications and effects (Barrett, 2002).

1.2 BACKGROUND TO SITUATION OF CONCERN The South African mining industry is typically labour intensive, where labour costs amount to approximately fifty percent of the total operating costs. The ability of the mining industry to perform and attain its business objectives largely depends on labourers’ behaviour, contribution and performance. While mechanisation as a means of production is at an early stage in some companies, the labour-intensive profile remains a reality in most mining operations. This will remain the case for many years to come.

It is primarily for this reason that tireless efforts to mobilise, enhance and sustain good levels of workforce engagement and connectivity remain a business imperative. While multiple factors drive workforce engagement, integrated workplace communication is undoubtedly one of the key and driving influences, given the nature of labour profile and dynamics typical in mining. Alignment between labour and business interests requires integrated, meaningful and sustainable organisational communication between all role players and actors. The key role players in this dynamic are managers, line supervisors, employees at individual and collective levels, as well as organised labour formations (trade unions in particular). The behaviour of these actors is also influenced by external forces (such as political affiliation, shareholders’ interests, industry partnerships)

The mining industry continues to face labour instability challenges. These direly impact on business capability as well as on the investability in South African mining companies. The organisation chosen as a focus area in this study is not exempt from these challenges. The protracted five months’ strike suffered by the platinum mines in 2014 as well as the Marikana Tragedy are key examples of the impact of labour dynamics in South African mining business. Central to these disastrous events are key labour dynamics such as workers’ alienation, lack of collaboration, missed communication and alignment opportunities, misaligned stakeholder interests and poor workforce engagement. Effective workplace communication is a common thread needed to remedy or at least influence all these labour dynamics.

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Traditional workforce communication theories and models have lost their relevance. The labour dynamics fragmentation and instability experienced on the mines are caused by, among other factors, traditional workforce communication theories and conventions. For instance, the prevalent top-down approach, line supervisors’ poor interpersonal and listening skills, limited understanding of real workers’ interests and behaviour drivers, fragmented communication structures and platforms, workers’ low literacy levels, reactive communication, manipulation of information for self-interests purposes, as well as silo approach tendencies have a restraining impact on the adequacy of integrated workplace communication.

The key players influencing the shape and form of workplace communication in the South African context are managers and trade union representatives. While both managers and trade union representatives have a significant role to play, their communication agenda is often influenced by divergent ideologies, namely profit maximisation and labour activism respectively. It was the researcher’s observation that the workforce communication function is largely delegated to trade unions who engage with managements on behalf of their constituencies. Historically, this is a common practice in the labour-intensive and unionised mining organisation. This delegation of communication with trade unions by managers had a disabling effect on the general workplace inclusive and on the real-time communication culture with employees. In his article Developing an Employee

Communications Policy Through Research, Reeves (1979) clarified that while trade unions have information disclosure rights enshrined in legislation in support of their co-role towards effective communication, management cannot totally delegate their duty to communicate with employees to unions. Furthermore, communication initiatives by management need to develop beyond exhortation and presentations of the management viewpoint, and lead to the creation of new, credible and comprehensive sources of news about a company. This requires inclusive perspectives in communication solutions design.

The conventional roles of organisational communicators as “reporters, promoters and corporate apologists” have been critiqued as being reactive, not strategically aligned with management and oriented towards narrow, technical, production-centred solutions such as producing newsletters and videos (Gayeski & Woodward, 1996). Such a conventional communication approach is premised on linear, self-interest and top-down communication practices. Traditional models of communication practice are based on a number of assumptions that are no longer valid. The traditional linear models of communication analysis and message design reflect early linear models of communication, with the uninformed assumption that the communicator crafts a well-designed message and that the

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audience will receive the message. They do not reflect the complex interplay of interpretation and negotiation among all parties in a communicative situation, nor the impact of environmental and social influences. The prevalence of these workplace communication patterns on the mines remains an issue of concern that requires integrated communication solutions.

Having stated the above, it is not the researcher’s argument that enhanced integrated workplace communication alone will remedy all the problems faced by a typical mining organisation. However, the minute contribution and enabling effect that can be harnessed through integrated workplace communication cannot be ignored. These benefits include inclusive co-existence, meaningful exchange of ideas, shared understanding, organisational alignment and contribution to workforce engagement.

This situation of concern, namely integrated workplace communication constraints on the mines, has brewed over several decades as it was premised on the traditional workers versus employers’ levels of mistrust as well as on misaligned stakeholders’ interests. The ideological influences of labour activism versus profit maximisation further affect the design and application of workforce communication practices.

Finally, it is the escalating tendencies amongst the workplace communication key role players in the mining business to resort to power play and pressure tactics to have the prevalent tensions and disharmonies addressed. It is the researcher’s belief that the role players involved fail to explore the available alternatives towards opening up new worlds and shared understanding. Furthermore, the exclusive approach in executing the communication function in the workplace robs the mining organisation of harnessing collective intelligence and alignment from the broader workforce. Therefore, the escalating levels of instability and threat to the sustainability of the mining industry are areas of concern.

1.3 RICH PICTURE: SITUATION OF CONCERN Figure 1 is a Rich Picture based on the Soft Systems Methodology (SSM) that will be primarily used as methodological framework in this study. It provides a visual illustration of the situation of concern.

It also provides a diagrammatic and visual way of relating experiences and perceptions to the problem situation and phenomena under review through the identification and linking

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of a series of concepts. It further provides a lens through which to consider the situation of concern. Therefore, it forms part of enriching the understanding of the problem situation as well as the reasoning process.

Figure 1: Rich Picture of the Situation of Concern

The key message behind this figure is that workplace communication tensions are primarily driven by ideological differences between the key role players in workplace communication function, namely management and trade unions. On the one hand, trade unions are influenced by and aligned to labour activism ideology that seeks to maximise labour benefits and welfare. On the other hand, while recognising the importance of acceptable terms and conditions of employment for its employees, management are correctly concerned with the profitability and long-term sustainability of the business. While both stances are realities faced by the business, enhanced levels of collaboration, inclusivity and shared understanding between parties involved are significant for mutual benefits and interests. It

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is the researcher’s belief that these can be better harnessed through workplace adequate and integrative workplace.

Key stakeholders involved, particularly trade unions and management, usually engage in extensive talks but do not seem to hear each other. This is perhaps due to their own entrenched positional stances, which result in misalignment within the organisation. This misalignment manifests itself through power play, lack of shared understanding across the organisational level, low employee morale and frequent labour disruptions. This challenge needs to be remedied, given the influence of the trade unions in this labour-intensive and heavily unionised environment. The traditional line supervisory practices, such as reliance on positional power and rank to enforce top-down instructions, is another issue of concern which must be eliminated. Instead, supervisors need to acquire and practise the power of persuasion, while harnessing inclusive approaches with the employees towards shared understanding.

The apparent inadequate collaborative effort, approaches based on self-interest, power play and pressure tactics are usually adopted to portray the role players’ respective stances. Furthermore, the prevalent imbalances between the top-down and bottom-up communication patterns hamper the quality of integrated workforce communication.

The external third forces such as political parties associated with some of the internal role players, industry benchmarks and partnerships, as well as shareholder interests influence the shape and form of the internal workplace communication climate. These external influences tend to escalate the level of workplace misalignment, if they are not integratively managed.

The combination of all the above trends and factors has undesirable consequences on the performance and sustainability of the business.

1.4 STAKEHOLDER ANALYSIS: CATWOE

The CATWOE stakeholder technique is borrowed from the Soft Systems Methodology (SSM) and will be used as the primary methodological framework in this study.

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Role players within the study population have diverse views and perspectives on the workforce communication phenomena. The below CATWOE analysis provides insights towards a better understanding of the phenomena under review. CATWOE helps identify the people, processes and environment that contribute to a situation, issue or problem that one needs to analyse (Ames, 2005).

These key role players formed part of the sampling group and participants in this study. Their views, insights, experiences and perspectives were sought as part of the data gathering process to help mobilise a better understanding of the phenomena under review, namely integrated workforce communication. A description of each CATWOE category is provided in Figure 2.

Figure 2: CATWOE Analysis

The owner of the processes involved, being the business organisation under review, and the actors, namely managers, line supervisors and trade union representatives on behalf of employees, are involved in a process of constant exchange of views and dialogue on various matters essential for organisational performance. Organisational alignment through shared

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understanding (i.e. transformation process) towards the attainment of the organisation’s objectives is essential for future sustainability.

The role of the owners as well as the actors involved in the workplace communication process is influenced by diverse perspectives, however, towards a common world view that sustainable organisational performance is reliant on effective integrated workplace communication. The quality and scope of workforce communication is influenced by multiple environmental factors, including diverse ideological stances, general low literacy levels amongst the workforce, inadequate communication skills by line supervisors, power-play tendencies by key role players, political influences, individualistic agendas, lack of collaboration and old supervisory practices based on top-down instructions mode.

The understanding of the dynamics involved as depicted in the CATWOE is essential for the researcher in this study as it forms the basis of integrated workplace communication analysis and solutions design. Failure to leverage on this understanding tends to result in communication failures such as misaligned priorities by stakeholders, labour disputes and unrests, inability to meet business targets, to name a few.

1.5 FORCE FIELD ANALYSIS Kurt Lewin (1973) wrote that "an issue is held in balance by the interaction of two opposing sets of forces – those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)". Lewin's Force Field analysis is used to distinguish which factors within a situation or organisation drive a person towards or away from a desired state, and which oppose the driving forces. These can be analysed in order to inform decisions that will make change more acceptable.

Force Field analysis is a method for listing, discussing and evaluating the various forces for and against a proposed change. When a change is planned, Force Field analysis helps you look at the big picture by analysing all of the forces impacting the change and weighing the pros and cons (Lewin, 1973).

The below Force Field analysis with focus on the concern variable of this research project highlights the forces that drive the desired behaviour on the one hand, and those forces that restrain the effective solution of the concern on the other. This analysis will guide the design of the artefacts and interventions required to drive the concern and problem situation in a desired direction.

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Both the driving and restraining forces which influence the concern variable, namely the adequacy of integrated workplace communication, are illustrated in Figure 3.

Figure 3: Force Field Analysis

1.6 RESEARCH QUESTIONS The study aims to answer the following research question:

What is the integrative adequacy of workplace communication within the organisation under review?

INT

EG

TR

AT

IVE

WO

RK

FO

RC

E

CO

MM

UN

ICA

TIO

NGood Communication Skills

Regular Exchange of Ideas and Information Flow

Constant Feedback and Inclusivity

Reactive and Inadequate Communication/Limited Channels

Self-interest/Manipulation of Information/Premature Compromise

Compromise

Intolerance of opposing viewpoints and perspectives

Power-play and Pressure Tactics

Effective Design, i.e. multiple channels, tools, processes.

DRIVING FORCES RESTRAINING FORCES

Creative Enquiry

Linear flow of information, e.g. top-down instructions dominance

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Sub-questions: What are the key drivers and restraints of integrated workplace communication phenomenon and how can its adequacy be enhanced?

1.7 GOALS

1.7.1 INTELLECTUAL RESEARCH GOAL This study has the following intellectual research goal:

To enrich the conceptualisation and understanding of the underlying drivers of effective integrated workplace communication.

The enhanced understanding of this phenomenon will better position the researcher to question the current approaches as well as hypothesise and develop better integrated workforce communication approaches.

1.7.2 PRACTICAL GOAL This study has the following practical goal to accomplish:

To influence the design and application of integrated workforce communication.

The researcher analysed and explored the scope and effectiveness of workforce communication in the specific organisation. Based on these findings, he recommends the following measures for implementation:

Re-design of workplace communication model and solutions; Assume an integrative stance in design and application of the model; Closely analyse the principles and ideologies held by multiple players in the

workforce communication model; Establish a means of enhancing workforce engagement through communication; Embed the integrated and inclusive approach in the DNA and culture of the

organisation, with particular regard to workforce communication; and

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Mobilise multiple workplace communication platforms and tools across the organisation to enhance the effective flow of information and exchange of ideas.

1.7.3 PERSONAL GOAL The primary personal goal is to make a leadership difference in mobilising a responsive business solution to adequately address the engagement challenges faced by the mining sector.

The researcher’s personal career advancement aspirations as well as leadership development will be better facilitated through the development and application of a competent workplace communication model. Communication capability in any workforce is central to leadership performance. The establishment of integrative thinking and a management approach in the researcher’s everyday leadership style is a further personal goal in this research project.

1.7.4 SUB-GOALS The following sub-goals pertain to this study:

1. Influence the thinking and design process in workplace communication. 2. Anticipate future workforce dynamics and then shape future communication

solutions. 3. Investigate the effectiveness of internal workplace communication. 4. Investigate the level of integrative approach in the specific organisation’s

workplace communication model. 5. Formulate measures to enhance and sustain integrative approach.

1.7.5 ARGUMENT FOR RELEVANCE

This section of the paper will establish a link between the situation and the concern. More specifically, the objective is to demonstrate the relevance of the concern in this paper to the situation of concern within the chosen research setting.

The situation of concern is characterised by divergent, misaligned and traditional workforce communication models. Attempts to mobilise solutions are constrained by lack of integrated approach, given the silo and individualistic tendencies among the key role players. The divergent workplace communication models fail to deliver the required integrated solutions.

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This misalignment is largely driven by the underlying ideologies and misaligned priorities held by various role players. These misalignments manifest themselves through work stoppages, operation disruptions, dwindling workforce engagement levels and compromised prospects of profitability and future sustainability. The platinum mining sector, inclusive of the organisation under review in this study, suffered a series of labour disruptions, which included the five months work stoppage. Central to these challenges were misaligned interests and priorities, inadequate understanding of underlying challenges faced by the workforce and the business, lack of flexibility to improvise sustainable solutions, manipulation of information and misinformation, use of power play and pressure tactics instead of meaningful integrative communication.

While it is a fact that challenges facing the mining industry arise from deeper structural and historic problems, a need for integrated workplace communication models and approaches remains an imperative towards better inclusivity, alignment, surfacing of common interest areas, opening of new worlds, shared understanding and stakeholder collaboration. Adequate integrated workplace communication will serve as an important catalyst and enabler in a journey to forge alignment between management, the workforce and organised labour representatives. Traditional workplace communication theories and models have lost their relevance. A more inclusive and transformative approach is essential for the mining business to sustain itself.

The future and sustainability of the mining industry require better alignment between all stakeholders involved, and integrated communication solutions have a significant role to play. Integrated communication structures, tools, processes and competencies must be put in place to enable effective functioning of integrated workplace communication.

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CHAPTER 2: RESEARCH DESIGN

2.1 RESEARCH APPROACH AND STRATEGY A qualitative research approach was adopted in this study to explore the drivers of integrated workplace communication adequacy in a typical labour-intensive mining organisation. The qualitative research approach studies a phenomenon and its complex forms unfolding in its natural setting (Leedy & Ormrod, 2001). Through this approach, the researcher is concerned with securing a deeper understanding of the mechanisms, dynamics and contextual variables influencing the phenomenon under review. The researcher did this based on his perspective of and experience with the phenomenon through documentary and literature review, as well through interaction with the research participants. Through the qualitative approach, an in-depth understanding of the phenomena was mobilised. The exploration of broad and comprehensive perspectives, insights and experiences or perceptions held by role players, as well as the interrogation or analysis of workplace communication processes was facilitated through this qualitative research approach (Hayhow & Stewart, 2006). This research approach enabled the researcher to adopt an interactive study approach with the research participants. Through this, the participants’ perceptions and experiences of the phenomenon under review were obtained. Through the qualitative research approach, emphasis was also gained through a comparative analysis between the stakeholder groupings who are subjects to this investigation. The cause and effect relationships that may exist between variables under review were also surfaced and analysed (Miller, 2013). Premised on the adopted qualitative research approach in this study, a case study stance was utilised. A case study is a type of qualitative research in which in-depth data are gathered relative to a single individual event for the purpose of learning more about an unknown or poorly understood situation (Leedy & Ormrod, 2001). Case studies usually take place in real life and natural situations and involve the in-depth study of one or more individuals. Through the case study approach, the researcher developed a richer understanding of the phenomena (i.e. integrated workplace communication and what drives the adequacy thereof) in its natural settings. The case study approach primarily focuses on observing and analysing the actual functioning of the workplace communication activity in its natural

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setting. The researcher leveraged his position as an insider to observe how the available communication design and processes performed against the integrated communication framework and requirements. The integrated communication framework for the purposes of this study was premised on the description detailed under the introduction section in Chapter 1 of this report. The integrated communication framework used in this study is also influenced by insights from Angelopulo and Barker (2013) as detailed in the literature review in Chapter 4 of this report. This approach facilitated a well-informed evaluation of the integrative adequacy of the workplace communication function. Therefore, a case study is used as a strategy to explore events and processes at a deeper level. The case study approach had particularly observed the delivery and behaviour of workforce communication in its natural settings, such as the various communication platforms and forums within the organisation under review. The observations made were recorded in the reflective memos as part of the data gathering process. The proposition logs approach was adopted to capture relevant data and observations from the application and experience of workplace communication processes. The relevance of the propositions to the focus of this study will be illustrated. Study interviews together with the questionnaire approach were adopted to facilitate feedback and input from participants in a controlled and structured approach. Interviews allowed the researcher an opportunity to have real-time interaction with participants and to interrogate or explore their input for better understanding.

2.2 RESEARCH METHODOLOGY In this section, details are provided on the methods of how the research was conducted.

2.3 RESEARCH SETTING This research was conducted within a labour-intensive mining company in South Africa, Anglo Platinum (Amplats).

Amplats employs approximately 44 000 people across its operations. The operation’s footprint is comprised of the Corporate Office based in Johannesburg and the mining and metallurgical processing operations in the Bushveld Complex (i.e. Rustenburg and

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Thabazimbi areas) and in the Eastern Limb (i.e. Mokopane and Burgersfort areas). The operation located outside the South African borders is at Unki Mine in Zimbabwe.

Given its labour-intensive nature and widespread geographical footprint, Amplats relies on its structured communication processes with all its stakeholders, employees in particular, to drive and monitor a values-driven culture of performance and sustainability. The governance and policy architecture of its organisational communication resides within its Corporate Communications department based at Head Office and supported by satellite Communication Offices across the operations. The actual execution of the workforce communication function takes place across different levels of the organisation where key role players such as line managers and supervisors, the Human Resources department, trade unions and employees play a critical role. The workplaces are heavily unionised, particularly at the operations. Therefore, trade unions form an integral part of the workplace communication function, especially given the low literacy levels of the majority of employees.

The following are key communication principles espoused in the Amplats communication policy statement:

Corporate Communications strive to facilitate two-way communication between an organisation and its various stakeholders.

It involves a deliberate, planned and sustained effort to establish and maintain mutual understanding between the company and its external and internal (employees) stakeholders.

It builds relations by facilitating communication between the company and its target audiences (stakeholders) through a planned and sustained programme.

In support of normal line communication, the Corporate Communications department is responsible for assisting with the exchange of information within Amplats.

The available communication platforms and channels have built-in mechanisms to facilitate multi-direction communication and the provision of feedback.

Channels are put in place to enable anonymous and confidential reporting of incidents that may cause harm to the organisation’s values and integrity (e.g. fraudulent behaviour or practices that threaten human rights, such as sexual harassment).

There is wide utilisation of electronic media platforms as well as social media.

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Real-time or face-to-face communication is usually through the line supervisors, although mass communication forums are sometimes put into function.

Communication platforms between trade unions and management are dominantly used to facilitate exchange of views between managers and employees.

Although the primary responsibility for such communication lies with the operations management, the Corporate Communications department will establish group-wide communication channels to facilitate two-way communication between management and employees.

2.4 RESEARCH PROCESS Figure 4 depicts the broad research process steps adopted in this study.

Figure 4: Research Process

The researcher has an employment relationship as a senior manager within the Human Resources department of the organisation under review. Formal authorisation and permission was obtained from the organisation under review for purposes of this study.

The role of the researcher in this study included the following, which also highlight the research process followed:

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Interview the selected participants and respondents. Design and administer the research questionnaires for purposes of data gathering. Identify the research participants and respondents. Conduct a formal analysis of the participants’ perspectives using a CATWOE tool. Adopt other data gathering methods such as observations, proposition logs,

reflective memos and literature reviews. Analyse and interpret data. Develop decision-making and reasoning frameworks. Report on the findings. Evaluate the research process followed and the outcomes thereof. Propose areas of improvement on the phenomenon under review.

2.5 POPULATION The population for this study was comprised of the general workforce at various levels of the organisation, namely managers, line supervisors, trade unions and selected focus groups or existing communication forums. All these categories have a central role to play in the workforce communication processes.

Communication design and application is primarily the function of managers. Conveyance of messages is performed through management and supervisory hierarchical levels. Trade unions through their leaders and shop stewards also play a key role in communicating on behalf of the general workforce. Furthermore, messages from management are also transmitted to the general workforce through trade unions and line supervisors. While employees are generally recipients in the communication value chain through the prevalent top-down communication approaches, they can also have their messages conveyed to managers and their trade union leaders through the available multiple channels and platforms.

Role players within the population have diverse views and perspectives on the workplace communication phenomenon. The CATWOE analysis (as illustrated in Chapter 1) provides insights towards a better understanding of the phenomenon under review. CATWOE helps identify the people, processes and environment that contribute to a situation, issue or problem that you need to analyse (Ames, 2005).

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2.6 SAMPLING The entire population cannot participate nor serve as respondents in a study of this nature. The scientific research methods was relied upon, with due cognisance of the representability and other evaluation requirements. The information and data obtained from the sample were then used to draw insights about the population through inferences.

The researcher needed to have a clear sense of where, when and whom to observe as part of the study. This pertains to sampling, which primarily involves the selection of the research site, time, people and events (Merriam, 1998).

The sampling approach in this study was influenced by the view that qualitative researchers usually select research respondents based on the specific qualities and insights they bring to the study (Esterberg, 2002). Therefore, the research participants selected have an influential role in the workplace communication processes.

This research explores the phenomenon under review within a labour-intensive mining organisation during the period of 2012–2015. The sample of respondents was selected from key role players involved in the workplace communication activity. These included senior managers, line supervisors, trade unions and employees themselves. The existing communication forums were used as focus groups from which additional data were obtained through observation. The various communication platforms and structures across various levels of the organisation were also put under review in order to broaden and enrich the data sources.

The sample also included the officials whose primary function is to design and manage the communication processes. These are mainly the Internal Communication, Corporate Affairs and Human Resources departments.

The sample was purposefully selected based on their active participation in the phenomenon under review, either through decision design, influence, scope of activity or unique ideological frames. Qualitative researchers tend to prefer purposeful sampling to gather information from people who form part of the phenomenon researched, which lends to a greater understanding of the social reality that they construct. Qualitative research is focused on understanding the greater detail of a particular case, which means that one sacrifices “breadth” for “depth” (Nieswiadomy, 1993).

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Given the diverse nature and profile of the population under review, the premise for sampling was guided by the view that “where the population consists of non-overlapping groups or strata it is important to select participants from each stratum, i.e. stratified sampling. Stratified sampling is used to establish a greater degree of representativeness in situations where populations consist of subgroups or strata” (Bailey, 1982).

2.7 DATA GATHERING The grounded theory process was adopted as part of the data gathering process. Instead of upfront focus on literature review, the initial steps focused on data gathering in the natural context of the phenomenon under review. The early literature review was only concerned with establishing theories and insights that already exist in the phenomenon under review, as well with giving context to the reviewed phenomenon (as shown in Chapter 1).

Below are the key data gathering techniques and tools that were used:

Conduct interviews to gather insights and perspectives from participants. The purpose of the interview is to obtain relevant information that will assist the researcher to gain a deeper understanding of the research topic (Berg, 2001). The interview stance in qualitative researcher is typically referred to as “in-depth interviewing”, also called “conversational interviewing” (Schurink, 1998).

Complete questionnaires. Careful attention was given to the formulation of questions to avoid influencing the outcome of the research in any particular direction. Open-ended questions were used.

Observe the processes, mechanics and approaches in a variety of existing workplace communication platforms and forums.

Review the documentary material relevant to the available communication designs and constructs, for example policies and procedures, agenda and mandates, reports and memorandums of understanding.

Proposition logs were used to capture observations from the natural setting of the phenomenon under review.

Reflective memos were used to capture key observations and data relevant to the phenomenon under review, as well as to explain the role played by participants involved.

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A literature review was used to enrich the understanding of concepts and variables relevant to this research. It was further used to gain understanding of the body of knowledge available on the research topic.

2.8 DATA ANALYSIS AND RECORDING Special care was taken to ensure a genuine and clean recording of data gathered. This was done throughout the data collection process to avoid relying on memory of what the research participants had said. Qualitative research data analysis and data collection are not mutually exclusive but develop together as the study evolves (Marshall & Rossman, 1999).

The researcher did not use an electronic recording device to capture the interviews as this might have hampered the quality of the conversations and insights gained from participants, given the researcher’s insider status. Instead, detailed records of the interviews were kept.

The questionnaires and written feedback from some participants served as an important tool for capturing the respondents’ input. Some respondents were more comfortable with providing written responses as they may not have been at ease to adequately share their experiences in live interviews.

Reflective memos were kept and updated to capture insights and data from the communication episodes and platforms observed.

Proposition logs were used to capture theories and insights procured about the phenomena under review. The basis for proposition logs arose from observations, data and insights gained about the integrated workplace communication processes.

Knowledge and insights gained from the literature review process were recorded in a manner that enriches the learning process arising from the research process.

The gathered data were then analysed in the context of the research process so as to create meaning and enhanced understanding. Below are some of the key analysis approaches that were adopted:

The responses and insights gained from the research participants were categorised and coded for formulating the mess and sense making processes.

Lenses through which to view data as well as the dynamics pertinent to the phenomenon under review were chosen and defined.

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The Knowledge Funnel view and processing of data gathered were adopted to make sense of the information.

The alternative perspectives of how the phenomenon under review was considered by various participants were formulated.

The mechanisms that drive the behaviour of the phenomena in a particular direction were identified.

The inter-relationships between the relevant concepts and variables were defined. Cause and effect factors between variables at play surfaced, as well as the limiting

factors.

2.8 ETHICAL CONSIDERATIONS As asserted by Roodt and Fouché (2004), the following ethical considerations were adopted in this research:

Confidentiality Anonymity Voluntary and consented participation Share information for purposes of the research

The University of Cape Town Graduate School of Business’s ethical compliance requirement was embraced and the necessary documentation was completed.

Organisational permission and authorisation to use the company’s information and resources for this research was granted.

The research participants’ right to withdraw their participation in the research was explained and fully respected.

The RUVE test was applied to the dissertation process and outcomes.

Finally, given the researcher’s insider status, the potential influences, perspectives and held views that may hamper the integrity of the study were kept under check. The threats to validity brought by the researcher’s insider status were kept under close check.

2.9 RESEARCH METHODOLOGY FRAMEWORK

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This section of the paper details how and why this research journey started. The research methodology facilitates the process of emerging, discovering and surfacing what this study is concerned with.

2.9.1 SOFT SYSTEMS METHODOLOGY

The research methodology framework primarily used in grappling with the phenomenon in this study is primarily influenced by Peter Checkland’s Soft Systems Methodology (SSM). This methodology is primarily used in the analysis of complex situations where there are multiple and divergent views on the definition and resolution of the problem situation. How different stakeholders view and understand the basis or even scope of the problem may be different. The SSM methodology assumes a systems view of the problem to enable a balanced interrogation and debate by stakeholders involved. The SSM processes start with the initial appreciation and contextualisation of the problem situation, which leads to the modelling mechanisms and activities relevant to addressing the problem situation. Through interrogation, debate and testing multiple interventions, the stakeholders will systematically build to what may be a feasible remedy to the problem situation.

SSM is a systems approach used for analysis and problem solving in complex situations. SSM uses systems thinking in a cycle of action research, learning and reflection to help understand the various perceptions that exist in the minds of the different people involved in the situation (Maqsood, Andrew, Finegan & Walker, 2001). In the real world, involvement of people in the problem situation is required. As such, the seven stages of the systems approach should help us to tackle problematic situations in the real world. The art of producing a coherent model of root definition, CATWOE, and activities are essential to effective application of the SSM framework (Mobach, Van der Werf & Tromp, 1998). The SSM methodology is appropriate for this research journey as it fosters learning and appreciation of the problem situation between the role players and stakeholders involved, rather than set out to solve a pre-defined problem. Stakeholders were interviewed and offered other platforms through which to register their views on the situation of concern and phenomenon under review. Different viewpoints were mobilised towards constructing a conceptual model regarding the study phenomena. It provides a philosophy and a set of

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techniques for investigating an unstructured problem situation. The concern area in this study is complex in nature and influenced by multiple variables. It is the type of a problem situation which cannot be formulated precisely in the first instance. Therefore, a competent and intelligent methodological rigor is required as well as the systems approach evident in the SSM framework. Furthermore, SSM provides a framework for defining a problem, and then offers steps to tackle the identified problem. In other words, the SSM approach is unique because it enables the researcher to embark on a process of learning about the real world situation being investigated, while simultaneously seeking to improve it by analysing the situation within the paradigm of soft systems thinking and suggesting recommendations for further action to improve the problem situation (Patel, 1995).

2.9.2 APPLICATION AND DEPICTION OF SSM FRAMEWORK

The SSM seven-step process methodology was applied to deliver the intended analysis and resolution of the problem situation. The explanation and application of the seven steps of the SSM follows.

The SSM framework is comprised of the following seven steps:

Step 1: Unstructured Problem Situation.

An unstructured problem is that which no one knows exactly how to solve. Stakeholders as well as experts involved often disagree about the best solution, as there are different perspectives held. The problem is not yet broken down into clear process steps on how to resolve it, and the root causes are usually unknown.

The misaligned interests experienced within the research setting during the period under review manifested themselves in frequent labour disruptions, power play and pressure tactics to advance self-interests, declining production levels, organisational misalignment, stakeholder fragmentation, to name a few. While these challenges are part of the structural and historical problems experienced by the South African mining industry in general, it is the researcher’s view that a compromised or restrained workplace communication function is one of the central causes of the ongoing crisis. Enhanced exchange of information and mobilisation of shared understanding through an integrative workforce communication

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capability will go a long way in facilitating the resolution or at least the mitigation of the broader problems.

Different stakeholders hold divergent views on the workforce communication phenomenon. Explanations and insights drawn from various participants during the research interviews, focus groups and trends analysis surfaced the following factors as affecting the quality and effectiveness of the integrative workforce communication:

Information of challenges faced by the business are not well explained nor understood across all levels of the organisation.

Underlying workforce challenges and aspirations are neither adequately researched nor addressed. This has an adverse impact on the level of workforce connectivity and engagement with the organisation.

Line supervisors’ communication skills need to improve. Communication with the workforce on some important organisational aspects is

largely in writing, and thus constrains meaningful understanding, given the general workforce illiteracy levels.

Some key role players tend to manipulate information for self-interest purposes, which leads to contradicting messages and workforce confusion.

Ideologies driving the divergent views held by stakeholders involved need to be investigated and understood.

General workplace communication by management is historically indirect and delegated to the trade unions.

The feedback circle and multi-directional flow of information can be improved. Key role players in the communication function are trapped in their individual

perspectives. The available communication tools and processes are not adequately utilised. Dialectical capability between key role players should be improved to build flexibility

in the communication activity. Frequent use of power play and pressure tactics such as labour disruptions and

abuse of positional power by some managers are posing serious threats against organisational alignment.

Step 2: Expression of a problem situation through a rich picture.

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The rich picture provides a diagrammatic and visual way of relating to experiences and perceptions to the problem situation and phenomenon under review through the identification and linking of a series of concepts. It further provides a lens through which to think about the situation of concern. The rich picture offers an approach to explore, acknowledge and define a situation and then portray it visually to create a preliminary mental model. A rich picture is part of the pre-analysis phase that helps to open discussion and come to a broad, shared understanding of a situation. Therefore, it forms part of enriching the understanding of the problem situation as well as the reasoning process.

The key message behind the rich picture shown in Figure 1 in Chapter 1 is that workforce communication tensions are primarily driven by ideological differences between the key communications authorities involved, namely management and organised labour structures such as trade unions. On the one hand, trade unions are influenced and aligned to labour activism ideology that seeks to maximise labour benefits and welfare. On the other hand, while recognising the importance of acceptable terms and conditions of employment for its employees, the employers are correctly concerned with the profitability and long-term sustainability of the business. While both stances are realities faced by the business, enhanced levels of collaboration between parties involved as well as integrative workforce communication solutions is significant for mutual benefits and interests.

The external third forces, such as political parties associated with some of the internal role players, industry benchmarks and partnerships, as well as shareholder interests, have an influence on the texture of the internal workplace communication climate, its content and approaches. These external influences tend to escalate the level of workplace misalignment, if they are not integratively managed.

NB: The rich picture is presented in Figure 1 in Chapter 1, where its detailed explanation is

also given.

Step 3: Root definitions using the CATWOE technique.

A CATWOE is a problem-solving and thinking checklist used to identify the problem areas and how the solutions are going to affect the stakeholders involved. A CATWOE analysis provides a framework to identify the stakeholders involved in a phenomenon and the individuals responsible for implementing the required changes. It also helps surface the transformation or change that the system presents. It provides for the understanding of inputs and the nature of change that these inputs undergo to become outputs. It also

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surfaces the world view or the justification for the transformation of the system. The system of phenomenon under review must be viewed in a wider context to highlight the consequences or relevance of such a process to the overall system. This accommodates the diverse perspectives held by different stakeholders. Also identified in a CATWOE analysis is who the owner of the process is. This is usually the individual who has the authority to make the changes or to decide on whether to go ahead with the change or not. Finally, the environmental constraints with their impact on the required change are also analysed (Mobach, et al.)

The CATWOE has been illustrated in Figure 2 in Chapter 1. Following is a re-iteration of stakeholder dynamics that surfaced in the CATWOE.

The owner of the processes involved is the business organisation under review. The actors are the role players, namely managers, line supervisors, trade union representatives and employees. They are all involved in a process of constant exchange of views and dialogue on various matters essential to organisational performance and alignment. This takes place through shared understanding (i.e. transformation process) of the attainment of organisation’s objectives.

The role of the owners and the actors involved in the workforce communication process is influenced by diverse perspectives, however, towards a common world view that sustainable organisational performance is reliant on effective integrated workforce communication. These divergent perspectives and ideologies held by various role players have to be catered for through the required inclusive and integrated engagement for organisational alignment purposes.

The quality and scope of workplace communication are influenced by multiple environmental factors, including diverse ideological stances, general low literacy levels amongst the workforce, inadequate communication skills by line supervisors, power-play tendencies by key stakeholders, political influences, individualistic agendas and lack of collaboration.

Understanding the dynamics involved as depicted in the CATWOE was essential, as it formed the basis for the integrated workplace communication analysis as well as the required solutions in this study. Failure to leverage on this understanding tends to result in communication failures such as misaligned priorities, labour disputes and unrests, inability to meet business targets, to name a few.

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Root definition: Formulation of a root definition is about ascribing a fit-for purpose description and identification of a system of phenomenon under review for a proper and contextual understanding. It helps identify what the purpose of the phenomena is and who the interested stakeholders are (Maqsood, et al.)

Integrated communication refers to the co-ordination or blend of the multi-directional information flow processes into a functioning integral or unified whole. It diminishes segregation and brings equal as well as inclusive participation by all role players within the organisation.

Step 4: Build conceptual models. Logical models of key activities and processes are depicted to satisfy the root definition, as seen in Figure 5.

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Figure 5: Conceptual model: Integrative workforce communication

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The conceptual model in Figure 5 illustrates the essential drivers and ingredients of a typical integrative workplace communication function essential for business or organisational performance. This conceptual model and flow of integrative workplace communication is premised on the following four pillars and objectives:

Communication design. This refers to the structural and processes architecture of the workforce communication function. Effective communication tools, media, communication platforms, feedback circles, use of technology, multi-directional exchange of information, message design as well as language are essential for the required flow of information and shared understanding.

Inclusive communication. Embracing diverse views, perspectives and ideas is essential for shared understanding. Creative enquiry, constant dialogue and meaningful resolution of disharmonies give sustainable life to the integrative communication activity.

Organisational alignment. Through constant exchange of ideas and dialogue, a shared understanding can be mobilised for alignment and co-existence purposes.

Integrative communication impact. Effective workplace communication and shared understanding tend to mobilise better workforce engagement that is essential for organisational performance.

A combination of and interplay between the above four pillars drive the effectiveness and application of the integrated workplace communication.

The outcome and impact of effective integrated communication in the workplace is demonstrated as organisational alignment through shared understanding, as well as improved business performance.

The root definition of integrated workplace communication will be adequately accomplished through the meaningful application of this conceptual model.

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Step 5: Compare conceptual models with reality, as seen in Figure 6.

Figure 6: Conceptual Model versus Reality

Figure 6 illustrates a typical Integrative Workplace Communication model in the context of practical realities observed in this research project. These real-life restraints to integrative workforce communication function require effective artefacts and interventions in order to have the concern variable and problem situation properly remedied.

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The identified constraints include fragmented communication patterns, inadequate communication skills, power-play tendencies, etc.

It is these restraints and contextual mechanisms that inhibit the effective functioning of the concern variable.

Step 6: Accessing feasible and desirable change.

Structured and methodological processes and tools were adopted in this research project to make sense of and analyse the dynamics and core variables at play. The causal and effect relationships between these core variables surfaced using tools like the Inter-relationship Diagraph (ID) and Causal Loop Diagram (CLD), which are covered in detail under Chapter 5 of this report. This facilitates the process of formulating the required changes.

Step 7: Methods to improve the problem situation.

The algorithm aspect of the Knowledge Funnel shown in Figure 10 is an illustration of the methods adopted towards improving the situation of concern.

Furthermore, the CIMO as covered in Chapter 5 of this report was used to formulate the interventions necessary to remedy the concern in this research project.

2.10 KNOWLEDGE FUNNEL In addition to the SSM methodological framework alluded to above, the Knowledge Funnel tool was used to categorise and process information and insights relevant to the phenomenon under review.

A Knowledge Funnel view was taken of the situation of concern, namely the integrated workplace communication that the specific organisation is faced with. The researcher also explored the drivers of an effective workplace communication model. This was done at the various stages of the Knowledge Funnel model, namely the Mystery, Heuristics and Algorithm levels. The researcher’s understanding of these stages is as follows:

Mystery: This stage relates to the exploration of the problem situation in order to mobilise a clearer understanding of the underlying causes as well as the complexity involved.

Heuristics: At this stage, the initial sense-making phase of the problem situation and narrowing it into manageable components is put in place. It is a transition phase from a complex problem situation to grappling with the problem at hand.

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Algorithm: This stage converts what has been attained at the heuristic stage into well-defined conventions, protocols and process steps towards resolving a problem situation. It is at this stage where a complex situation is simplified in order to enable effective resolution and sustainable containment of the situation.

The Knowledge Funnel provides a tool of processing and advancing knowledge while successfully capturing value that leads to innovation (Leavy, 2010). In other words, the process of advancing knowledge and capturing value involves the successful movement of knowledge through the three stages of the Knowledge Funnel. Levy (2010) went on to assert that knowledge processing ranges from identifying an opportunity or selecting a particular mystery to be solved to devising an offering for that market. This could be turning a hunch into an initial heuristic or rule-of-thumb, and then converting the heuristic into a repeatable formula or algorithm. Levy asserted that “when you start looking at a problem and it seems really simple with all these simple solutions, you don’t really understand the complexity of the problem. And your solutions are way too oversimplified. Then you get into the problem and you see it’s really complicated. And you come up with all these convoluted solutions . . . that’s where most people stop, and the solutions tend to work for a while. But the really good person will keep on going and find . . . the key, underlying principles of the problem. And come up with a beautiful elegant solution that works.” NB: The application of the Knowledge Funnel process is covered in the Research Results

section in Chapter 3.

2.11 WHAT IS ALREADY KNOW N ABOUT THE TOPIC? Below are key observations about what is already known about the phenomenon under review in this study:

The most frequent communication among professionals is probably horizontal communications with peers or two-way communication with superiors, while the most frequent communication between support personnel is probably downward communication of orders and instructions from superiors to subordinates.

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Fragmentation exists in the practice of communication. As a result, there is a growing tendency to harmonise the separate aspects of communication function for integrated approach purposes (Angelopulo & Barker, 2013).

Information technology is becoming central to integrated communication activities. There is an increasing demand for access to information by stakeholders and role

players. Consumers of information continue to influence the form and shape of

communication. Integrated communication in any organisation has the following objectives:

- Messaging consistency; - Co-ordination of communication activities; - Communication alignment with the organisations’ strategic focus; - Stakeholder orientation and differentiation, that is, inclusive of

employees; and - Smooth flow of information and exchange of views.

The integrated workforce communication measures, processes and tools include the following:

- Communication content relevance; - Feedback mechanisms; - Communication direction and levels; - Level of inclusivity; - Communication capability or skills; and - Communication channels and media.

2.12 WHAT VALUE THIS PAPER ADDS? In the context of the background to the situation of concern and its research setting, this study has the following fundamental value to add. This study:

extends understanding of the influence and impact of stakeholders’ ideological premises on the scope and nature of workforce communication;

extends understanding of the root causes of the organisational and individual influences that impede integrated workforce communication;

uses a grounded theory approach to generate a theoretical model to explain the relations between organisational and individual factors that influence integrative workforce communication;

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further seeks to explore a shared mental model approach necessary to improve inclusive and collaborative communication in the workplace, and thus enhances the integrative adequacy of workforce communication;

surfaces the key drivers and restraints of integrated communication in a typical labour-intensive mining organisation; and

illustrates the impact of power-play tendencies on the adequacy of integrated communication and how these can be remedied.

2.13 ANTICIPATED FINDINGS The researcher expected to see the following findings:

Lack of collaborative adequacy amongst the key stakeholders involved in workforce communication.

The tensions that exist are not leveraged towards mobilising integrative communication solutions. Instead, actors are preoccupied with their self-interest agendas.

Tendency to resort to power play instead of seeking alternatives in workplace communication.

Communication content is driven by different ideologies and interests. There are multiple communication channels, however, communication is largely

indirect, reactive and in writing. There is limited real-time and word-of-mouth communication on important aspects affecting the organisation. Real-time communication is mainly on issuing work instructions and addressing production challenges on ground level.

Collective participation and input in workplace communication can be significantly enhanced.

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CHAPTER 3: RESEARCH RESULTS

3.1 INTRODUCTION The results of this study will be reported with focus on the following:

Presentation of the data obtained through proposition logs, reflective memos, study interviews and questionnaires, as well as documentary reviews.

Analysis, processing, characterisation and interpretation of the data gathered through utilisation of various research tools such as the Knowledge Funnel, Inter-relationship Diagraph, Causal Loop Diagrams (CLD) and Integrated Workforce Communication Framework.

The researcher’s observations and insights about the phenomenon under review will also be covered in the documentation of the results.

Core variables and concepts arising from the study will be formulated and enriched through literature review in order to give meaning to the results.

Presentation of actual research findings and conclusion.

This section of the paper also provides the understanding of the phenomena under review in the context of its research setting.

3.2 BUILDING TOWARDS THE RESEARCH RESULTS This section of the paper gives an account of what the researcher did and the processes followed to facilitate the emergence of the research results.

3.2.1 ANALYSIS WORKFORCE COMMUNICATION LANDSCAPE The analysis and depiction of the workplace communication architecture in the organisation under review will help contextualise and lay the basis of the approach taken in this study.

The following analysis of the communication landscape illustrates multiple communication channels, structures and tools across the organisation under review. The objectives of these are also highlighted, which seem to primarily focus on the sharing and exchanging of information. The interplay between different communication processes and structures as well as the effectiveness of the entire communication system is not demonstrated.

The primary focus of this study is to interrogate and analyse the integrative adequacy of the entire workplace communication function. The role fulfilled by different actors and its impact on the integrative adequacy is also looked into as part of the results of this study.

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The integrative adequacy of the workplace communication function cannot be reliant on the architecture or structural design alone but on the actual application and utilisation of the available tools, channels and processes. It is the actual application that needs to be given elevated attention in the research setting. The evaluation of the value and effectiveness of this communication design should be constantly implemented.

Table 1: Research Settings’ Communication Landscape

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3.2.2 INTERNAL DOCUMENTATION REVIEW As part of the data gathering process, the researcher reviewed multiple documents utilised within the research setting to record and carry out the workplace communication function. The documents reviewed included minutes of some of the key stakeholder forums held over the research review process, the company’s communication policies, internal written media platforms (e.g. newsletters, briefs and magazines), standing agenda items of key engagement forums, employees’ messages and complaint books located in strategic areas across the operations, notice boards, communication centres’ records and messaging material, as well as employees’ climate surveys templates and reports.

The documentary review added value to the research process by surfacing the organisational policy stance regarding internal communication and key messages constantly conveyed. These included health and safety imperatives, values of the company, key organisational developments, as well as employees’ concerns and perceptions about the company and their supervisors, business performance improvement ideas and achieved milestones. These insights are relevant to this study’s area of concern and research topic.

3.2.3 INTERVIEWS AND QUESTIONNAIRES The study interviews and questionnaires held with different participants from stratified internal groupings and individuals offered essential insights and input on the study phenomenon. The study participants themselves played a key role in the workplace communication activity, and their views were therefore mostly informed by their individual experiences.

A total of eighteen (18) participants had been interviewed and also participated in a questionnaire survey as part of this study.

The research interviews and questionnaire participants included the following groupings:

Human Resources and Communication practitioners both at operations and corporate levels

line managers and supervisors trade union officials and shop stewards a selection of individual employees

The researcher exercised extreme caution during the interview process, given his insider status and employment relationship within the organisation chosen as a research setting. The researcher was primarily interested in the genuine feedback and insights from the

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participants. The participants were reassured that their feedback would be used for academic purposes only and that their identity would not be revealed nor associated with any specific insights or feedback presented.

NB: The interviews and questionnaires templates are presented in Appendices A and B.

A reflection on key insights and observations drawn from the study participants during the interviews conducted follows:

Instead of reactive participation that further misaligns the communication function, all stakeholders should be involved from the start for co-creation purposes.

There are adequate communications channels and platforms in place; what is really needed is the effective utilisation thereof. Training of supervisors on two-way communication techniques will enable integrative adequacy.

Bottom-up communication patterns are usually driven by inadequate and lack of proactive communication, communication breakdown, as well as lack of follow-up on issues of mutual interest. These inadequacies result in pressure from the bottom, which seeks to raise matters affecting the interests of the workforce. Bottom-up communication largely focuses on the improvement of terms and conditions of employment. On the other hand, top-down communication is largely concerned with production and profits enhancements. There is a missed opportunity to surface common interest areas that will ultimately benefit a broader collective. Top-down messages are usually not properly motivated for ease of understanding or buy-in by the general workforce, and often come in the form of directives.

If views expressed by different stakeholders can be properly interrogated, power-play tendencies can be prevented or at least minimised. Stakeholders need to go to extra lengths to identify alternatives through engagement and communication.

Different interpretations of the same information by key stakeholders cause further misalignment and mistrust. Shared communication platforms or joint briefs between management and trade unions will help mobilise shared understanding and joint visible felt leadership amongst the workforce.

Mass mobilisation and collective participation by employees at all levels is not adequately harnessed, hence the culture of alienation and misalignment. A culture of regular feedback on issues raised needs to be improved. Cross-functional communication between various departments is not given adequate attention, and therefore results in the silo approach culture and misaligned understanding.

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Frequent leadership alignment between senior management and line supervisors is required in order to avoid apparent information gaps.

Creating more room for interaction between employees and line supervisors as well as the of use of simple language will enhance integrative communication adequacy and shared understanding. An environment that promotes freedom of speech without fear of reprimand is an essential enabler for the open exchange of ideas.

The measurement of internal communication effectiveness must be put in place in order to enhance success factors and remedy the shortfalls.

Hidden agenda tendencies and stereotypes by some role players tend to diminish the effectiveness of integrated communication.

The use of social media platforms can be improved for enhanced dialogue. Agenda-driven communication activity can be enhanced to remedy the prevalent

communication fragmentation. Embracing of diversity and awareness of cultural differences is required. Face-to-face communication with the workforce needs to be improved in order to

enable better dialogue and instant exchange of information. Communication ineffectiveness at supervisory level is a key cause of organisational fragmentation.

Lastly, communication delivery models and approaches need to be better tailored for the targeted audiences.

The interviews facilitated the research process in that it allowed the researcher to probe the views expressed by the participants. The probing surfaced further insights into the participants’ views about the phenomenon under review.

In addition to the research interviews held, a study questionnaire was formulated and distributed to the nominated sample as per the data gathering process. The questionnaire outcomes aided in enriching the quality of data gathered as well as in qualifying the inputs sourced during the interviews.

Participants were asked to complete the questionnaires at their own leisure without “psychological pressure” from the researcher. This approach was essential for the validity of the study as a data qualification or quality assurance measure, given the researcher’s insider status and the effect of this on the participants’ input or feedback expressed during the face-to-face interviews.

In most areas, the questionnaire outcomes confirmed the data gathered during the interviews.

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The following back-to-back bar graph in Figure 7 illustrates the outcome of the study questionnaire conducted with study participants. Key observations with relevance to the outcome of this study are the following:

Power play, written communication as dominant media method as well as inadequate line supervision communication skills surfaced as major restraints against the desired behaviour of the concern variable, namely the level of integrated workforce communication.

A further observation was that the organisational challenges are not adequately understood by the general workforce. Furthermore, there are tendencies to manipulate information for individualistic interests by some role players.

Tensions and disharmonies caused by opposing views are not effectively processed though integrative enquiry in order to harness flexibility, alternatives and multiple-perspectives. Instead, opposing views get discouraged and tensions are usually addressed through power play and pressure tactics.

Communication on key business matters is usually reactive. This deepens mistrust between the key role players.

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Figure 7: Questionnaire Analysis Graph

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M U L T I P L E C O M M U N I C A T I O N C H A N N E L S A N D P L A T F O R M S E X I S T A C R O S S V A R I O U S L E V E L S O F T H E O R G A N I S A T I O N

T H E R E I S A R E G U L A R F L O W O F T O P - D O W N A N D B O T T O M - U P C O M M U N I C A T I O N

E M P L O Y E E S C A N F R E E L Y C O M M U N I C A T E T H E I R I S S U E S A N D I D E A S W I T H S U P E R V I S O R S

L I N E S U P E R V I S O R S H A V E G O O D C O M M U N I C A T I O N A N D L I S T E N I N G S K I L L S

R E G U L A R F E E D B A C K I S G I V E N O N I S S U E S R A I S E D B Y E M P L O Y E E S

M A N A G E M E N T K E E P S E M P L O Y E E S I N F O R M E D A N D U P D A T E D O N I M P O R T A N T M A T T E R S A F F E C T I N G T H E …

C O M M U N I C A T I O N W I T H E M P L O Y E E S I S U S U A L L Y I N W R I T T E N F O R M , E . G . B R I E F S A N D N E W S L E T T E R S

R E A L - T I M E / D I R E C T A N D W O R D O F M O U T H C O M M U N I C A T I O N B Y M A N A G E R S A N D S U P E R V I S O R S I S …

E L E C T R O N I C M E D I A P L A T F O R M S A R E F R E Q U E N T L Y U S E D , E . G . E M A I L , V I D E O , S M S , E T C .

D I F F E R E N T V I E W S A N D I D E A S E X P R E S S E D B Y V A R I O U S P A R T I E S O R E M P L O Y E E S A R E T R E A T E D W I T H R E S P E C T

T E N S I O N S A R I S I N G F R O M D I F F E R E N T V I E W S A N D I D E A S E X P R E S S E D A R E D E A L T W I T H P R O D U C T I V E L Y

T H E R E A R E O F T E N T E N D E N C I E S T O M A N I P U L A T E I N F O R M A T I O N T O S E R V E C E R T A I N I N T E R E S T S O R …

P O W E R - P L A Y A N D P R E S S U R E T A C T I C S A R E O F T E N U S E D T O D R I V E C O M M U N I C A T I O N

M A N A G E R S A N D U N I O N R E P R E S E N T A T I V E S U S U A L L Y S H A R E C O M M U N I C A T I O N P L A T F O R M S A N D C O M M O N …

M I S A L I G N E D O R C O N F L I C T I N G M E S S A G E S B E T W E E N M A N A G E M E N T A N D U N I O N S U S U A L L Y H A P P E N S

M I S A L I G N E D M E S S A G E S T E N D T O C O N F U S E T H E W O R K F O R C E

C O M M U N I C A T I O N D R I V E S / C A M P A I G N S A R E R E S P O N S I V E T O T H E W O R K F O R C E R E Q U I R E M E N T S A N D I N T E R E S T S

E M P L O Y E E S H A V E A N O N Y M O U S C H A N N E L S T H R O U G H W H I C H T H E Y C A N R A I S E I S S U E S A N D V I E W S

F E E D B A C K I S G I V E N O N A N O N Y M O U S I S S U E S R A I S E D B Y E M P L O Y E E S

B U S I N E S S C H A L L E N G E S A N D I N T E R E S T S A R E W E L L U N D E R S T O O D B Y T H E W O R K F O R C E

T H E C O M P A N Y A N D I T S E M P L O Y E E S A R E A L I G N E D O N H O W T O A D D R E S S C H A L L E N G E S F A C I N G T H E B U S I N E S S

QUESTIONNAIRE OUTCOMES

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In addition to the above, the research questionnaire revealed the following as the key enablers and restraints of the integrated workplace communication in the context of the organisation under review. These are illustrated in the two pie charts in figures 8 and 9.

Figure 8: Integrated Communication Enablers Pie Chart

Figure 9: Integrated Communication Restraints Pie Chart

24%

18%

15%

14%

15%

14%

Top 6 Intergrated Communication Enablers

Shared Platform and CommonMessaging

Reponsive Communication Content

Multiple Communication Channels

Frequent Exchange of Ideas

Good Communication Skills

Constant Feedback

20%

21%

22%

17%

12%

8%

Top 6 Intergrated Communication Restraints

Discourage Opposing Views

Self-interest Manipulation ofInformation

Inadequate and ReactiveCommunication

Power-play Tendencies

Disharmonies Caused by OpposingViews

Premature and DisingeniousCompromise

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3.2.4 PROPOSITION LOGS The proposition log was updated throughout the research process according to the observations and data collected. The relevance and impact of the propositions on the problem under review was constantly recorded.

Propositions helped enrich and give structure to the data collection process. The core variables and concepts relevant to the research topic and concern were formulated from the data gathered from the proposition log, among other sources. These variables and concepts added immense value to the research process in establishing causal factors and inter-dependencies pertinent to the research topic, as well as in developing the relevant theories and body of knowledge.

Table 2 is an example of a proposition log used in the data gathering process.

Table 2: Proposition Log Example

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3.2.5 RESEARCHER’S INTERNAL OBSERVATIONS

The researcher’s knowledge and participation of some of the internal workplace communication activities offered real-time insights and observations of the actual workforce. These observations and reflections were recorded in multiple reflective memos to capture the variables, insights and dynamics relevant to the research topic.

Key observations that were taken from the various engagement platforms and channels included the following:

While there is a growing sense of alignment on certain key matters, like the health and safety of employee initiatives, there is still an underlying challenge of mistrust.

Even where consensus is reached between management and trade unions, there is reluctance to share common platforms to convey communicate areas of consensus.

Communication between employees and managers is multi-directional, namely upward, downward and lateral. However, each of these is driven by misaligned agendas.

The communication forum agenda covers important aspects such as health and safety trends and improvement steps, production and financial performance, human capital issues, social investment issues and important organisational developments.

Multiple channels and platforms of communication across different layers of the organisation are in place.

Given the frequent utilisation of available communication platforms and tools, it is apparent that employees are aware of such platforms and perhaps find them effective.

Enhancement and quality improvement is necessary in real-time and in the direct communication between employees and non-line managers.

Effectiveness of feedback mechanisms on issues raised by employees can be improved.

The effective utilisation and evaluation of the available communication must constantly be reviewed to ensure quantifiable value-add.

Trade unions usually communicate and receive feedback on behalf of their members. This create indirect communication between managers and employees, often open to abuse and manipulation or distortion of information.

Line supervisors’ communication and interpersonal skills need to be enhanced. There is no evidence of structured training and development intervention for line supervisors on how to enhance communication skills.

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Below is an example of a reflective memo used by the researcher to capture the observations on the integrativeness of the workplace communication function. The reflective memo template offered a structured manner and discipline through which the researcher’s observations were recorded.

Table 3: Reflective Memo Example

REFLECTIVE MEMO 1 Nature of the Episode Reviewed: General Workplace Communication Practices Actors and Stakeholders: Corporate Office; Communication Department; Human Resources Department; Line Management; Trade Unions; Workforce Issues:

Drive to win back employees’ hearts and minds through communication. Line supervisors’ interpersonal and communication skills need to be enhanced. Historical trend to delegate workforce communication to trade union leaders is not

feasible as it alienates the workforce from management and at times results in manipulation of information.

Inadequate feedback platforms for utilisation by employees need to be remedied. The top-down communication approach is constraining on the organisation’s integrative

capability. Reliance on written communication through briefs and newsletters must be supported

through real-time communication processes. Communication content is primarily concerned with enhancement of business

performance. Misaligned and conflicting messaging content by different stakeholders confuses and

alienates the workforce. General low literacy levels of the workforce adversely impact the effectiveness of the

communication process. Ideas and Insights

Conversations and engagement between actors can be enhanced in order to facilitate exchange of ideas.

Silo and individualistic communication agendas diminish generation of ideas and disclosing of new worlds.

Effective listening will enrich the quality of communication and feedback.

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Opposing communication models and approaches can be aligned through application of integrative thinking.

Progress that characterises integrative approach: Roll-out of communication and connectivity platforms across the organisation enhances

learning and flexibility of ideas. Conscious effort to listen to and generate ideas from the workforce support inclusive

learning and development.

3.2.6 PROCESSING OF KNOWLEDGE BASED ON A FUNNEL VIEW Figure 10 depicts a Knowledge Funnel view used for the analysis of data gathered in this study about the situation of concern or research problem, namely the integrated workplace communication in the context of its research setting. The Knowledge Funnel facilitated the clarification of areas of concern, explored the enhancement opportunities and then mobilised appropriate solutions and answers using the integrative thinking framework.

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3.3 DISCUSSION OF THE KNOWLEDGE FUNNEL VIEW OF WORKFORCE COMMUNICATION

3.3.1 MYSTERY The traditional workforce communication approaches and practices by key role players involved, namely traditional delegated communication function through trade unions on the one hand and the latest drive by management to regain the direct communication with the workforce on the other hand, may independently not deliver the most desired integrated workforce communication solutions. An integrative thinking approach is required to design an effective workforce communication model. Below are some of the key challenges with the traditional workforce communication models:

One-sided and individualistic approach

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Lost opportunity to adequately penetrate the intended audience Conflicting messages causing further confusion on the ground Potential misrepresentation Alienated workforce and culture of mistrust Misaligned interests and lack of collaboration Disharmonies and tensions not productively leveraged Limited tolerance of opposing views.

Through the application of the Knowledge Funnel, the problem situation was adequately explored to understand the limitations it presents. These limitations are not healthy for the desired workforce connectivity, alignment and engagement. The traditional models are used to advance individualistic or sectorial agenda and power play. The intended messages get manipulated and distorted by some of the parties involved, resulting in confused and alienated workforce.

Given the frustration created, the workforce end up finding alternative means, such as protest action, to express their disgruntlement. As we have seen in the Marikana Tragedy, some of the alternatives adopted by the workforce are not in line with the institutionalised conventions and protocols. Where the laid-down rules and processes are not followed, confrontation and even violence tend to arise.

3.3.2 HEURISTICS Under the heuristics phase, an effort is made to make sense of the situation by exploring ways and means to transition from a complex problem situation to devising measures towards containing the problem at hand.

The illustrated divergence and misaligned communication regime detailed under the problem situation has historical, ideological and structural origins. The formation and evolution of labour dynamics in South Africa, particularly during the advent of the mining sector boom with its associated labour management practices, primarily influence the nature of relationships between labour formations and capital even today. The ideological differences in how the resources should be allocated is a further point of contention that continues to fuel fragmentation on the ground. These antagonistic realities manifest themselves in the nature of communication to the workforce as explained in the problem situation.

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Below are the interventions and control measures that need to be put in place towards creating enabling environment conducive for sustainable workplace communication:

Identify and embrace a common ground. Align goals towards sustainable and shared future. Establish effective stakeholder engagement structures and governance. Enhance communication capability at all levels. Elevate the workforce literacy levels in order to facilitate communication process. Mobilise a burning platform or appreciation of urgency on the harm caused by

the problem situation. Implement damage control measures to reverse the adverse effects of workforce

alienation. Enhance tolerance of disharmonies and tensions. Establish a creative enquiry stance to enable effective dialogue and solutions

flexibility. Improve the feedback circle on issues raised by the workforce.

3.3.3 ALGORITHM The algorithm stage provides insights where a complex situation is simplified towards a sustainable containment of the problem situation. Flowing from the heuristics measures detailed above, the following algorithmic solutions were formulated:

Communication design analysis to identify and remedy design flaws; Improved application and utilisation of the available communication architecture; Embraced diversity in communication content and approach; Mobilise communication shared platforms and shared messages in order to

elevate common areas; Responsive and inclusive communication drive; Consequence management against communication malice and misinformation; Inclusive and alignment seeking communication approaches; Dialogues and constant exchange of ideas; and Flow of upward, downward and lateral communication across the organisation.

The Knowledge Funnel view had surfaced essential insights for the profiling of the research results on the problem under review. These insights and knowledge were surfaced and processed in a congruent and structured manner. Based on the knowledge gained, the

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formulation of integrative interventions to have the behaviour of the concern variable influenced in a desirable direction were designed.

3.4 CORE VARIABLES AND CONCEPTS AS BASIS OF RESEARCH RESULTS This section of the paper highlights core variables and key concepts arising out of the overall data gathering and analysis process. These core variables form an essential part of the research results as they capture the key drivers, influences and outcomes of the study. Below is a list of the core variables. These are levels of:

Inclusiveness Multiple perspectiveness Stakeholder collaboration Creative enquiry Workforce engagement Generative capability Communication competencies Tensions or disharmonies Organisational alignment Integrated communication Communication design

3.5 RESULTS DEPICTION THROUGH INTER-RELATIONSHIP AND CAUSAL INTER-PLAY The following inter-relationship diagraph (ID) illustrates the cause and effect relationship between the core variables pertinent to the phenomenon under review in this study. The ID process is key to this research process as it surfaces the causal dynamics relevant to the issue, which the researcher did not know of at the start of this study. In other words, it facilitates the emergence of the findings of this study in a coherent, disciplined and structured manner.

Firstly, the levels of communication competencies as well as communication design are shown as the top two key drivers in the inter-relationships, followed by levels of disharmonies or tensions, creative enquiry and inclusiveness also shown as significant drivers.

On the other hand, workforce engagement and organisational alignment are shown as key outcomes in the causal inter-relationship, closely followed by integrative communication and generative capability. Figure 11 illustrates these inter-relationships.

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Figure 11: Inter-relationship Diagraph

3.6 ANALYSIS OF RESEARCH RESULTS Power-play tendencies suggest lack of creative enquiry, which robs the organisation of the benefits and flexibility to leverage from opportunities that lie in diverse options available amongst the role players. Instead, there is a culture of coercing communication outcomes through pressure tactics and power play. This pattern further suggests inadequate

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communication and dialogue skills that are essential for harnessing organisational alignment.

Inadequate communication and interaction skills at line supervisory level cause workplace communication restraints, given the strategic role and position of line supervisors within any organisation. Line supervisors are a first line of extended managerial contact with employees. Communication gap or ineffectiveness at this crucial point of interface between management and the workforce is counter-productive, and thus calls for urgent remedial and capacity building interventions.

Furthermore, while there are certainly multiple channels of communication within the organisation, the observed trend tends to rely heavily on written forms of communication. This needs to be reviewed to mobilise a better communication execution design. This is even more significant, given the low literacy levels amongst the general workforce. Real-time communication on key aspects affecting the business (not only day-to-day operational instructions and communication) is essential. It is through this constant real-time dialogue that the flow of information and exchange of ideas can be enhanced, and thus better the prospects of organisational alignment.

In the final analysis, it appeared that communication skills enhancement, effective application and utilisation of communication design or architecture (i.e. tools, multi-lateral communication flow, effective messaging or communication content design) are shortfalls that need to be fixed. Furthermore, enhanced creative enquiry (instead of power-play tactics) and constant inclusiveness to harness broader views is also required. Communication competencies enhancement measures are required to build flexibility and to explore different viewpoints through engagement.

Below are citations of some of the views expressed during the interview process and which contribute meaning to the research results:

“We are having enough brilliant platforms and channels of communication. All we need is to utilise them properly and have them closely monitored.”

“I believe that we have all the platforms available, we just need to use them.”

“Exchange of information between key stakeholders should be for shared understanding purposes, as opposed to desire to persuade. Selling of ideas and views to all employees is needed, instead of only giving instructions on what is expected of them.”

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“Sell your ideas and be prepared to receive any response. Stakeholder views should be obtained through engagement process that allows expression of views without fear or restriction.”

“Communication must be properly tailored to the audience for clarity purposes. Furthermore, responsiveness by management is addressing material concerns and following up on commitments made is required.”

“The use of power play for personal goals and satisfaction tends to compromise the interests of a broader collective. Power play is not supporting the company values of treating each other with respect, not build collaborative effort as it is biased in approach.”

“The apparent ‘pull-him-down syndrome’ among role players in communication is disastrous. Power play by nature is destructive and dangerous as it has killed many organisations. What is needed is more openness and discourage hidden agendas.”

“We need to deal with what has to be dealt with, like differing viewpoints. Differences must be addressed with integrity and honesty. There is no price to fixing what is broken. Stakeholders need to practise seeing things differently. Constant sharing of relevant information will provide a bigger picture and enable others to see things differently. If we interrogate the views properly, I believe the potential for conflict will be minimised.”

“Continuous improvement driven face-to-face communication and flow of information directly with employees will be an important enabler of communication at the workplace. Supervisors need to be skilled to deliver effective communication, and they need to encourage bottom-up communication. Workers should be given first-hand information.”

“Managers and supervisors need to involve everyone from the start, not at the end. Input made by all need to be considered with respect.”

“Regular climate and opinion surveys should be conducted to attain views of the collective workforce. This collective input should influence the decision-making processes.”

3.7 LINKING THE RESULTS TO RESEARCH QUESTION The key question that this research is concerned with is:

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What is the integrative adequacy of workplace communication within the

organisation under review?

The detailed research results clearly demonstrate that while there seems to be a multiplicity of upward and downward communication platforms, the effective application and utilisation of the available communication design must be improved and constantly evaluated. The interface and inter-dependencies between the available communication platforms and processes can be better managed to ensure a seamless flow of information. A further key observation is that the lack of effective creative enquiry suggests inadequate communication skills across the organisation.

Therefore, it is the researcher’s conclusion that the state of integrated workforce communication is partially adequate. Relevant interventions as detailed in the section dealing with solutions and interventions design need to be put in place towards enhancing integrative workplace communication adequacy to acceptable levels.

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CHAPTER 4: LITERATURE REVIEW

4.1 INTRODUCTION The literature review section focuses on building a body of knowledge regarding the phenomenon under review, namely integrated workplace communication. Existing knowledge will be analysed using the reasoning processes to profile its relevance against the findings of this study, as well as against the researcher’s experience and application of integrated workforce communication.

The literature review will also be used to enrich and contextualise the key concepts and core variables surfaced in this study.

Sensitivity to knowledge and theories that already exist will also be observed.

The literature review process will be premised on the following three phases:

Phase 1: This is concerned with parent discipline and the why aspects of this study. Phase 2: This is concerned with the key concepts upon which the area of concern in

this study, the research questions and goals are premised. It is preoccupied with the what aspects of this study.

Phase 3: This is concerned with the core variables pertinent to this study. Focus will be given to the how aspects of this study.

4.2 INTEGRATED WORKFORCE COMMUNICATION ADEQUACY AS AN IMPERATIVE The idea of communicating with and between employees is a central tenet of any organisation. This is even more important in a labour-intensive environment as faced by the organisation under review in this study. Constant communication, exchange of ideas and sharing of relevant information does not only assist in developing employee loyalty, but also in creating an enabling environment for organisational performance. As the correlation between productivity, profits and employee job satisfaction was becoming increasingly apparent, employee communication took on the more sophisticated mantle of internal marketing (Murgolo-Poore & Pitt, 2000). Effective employee communication is essential for overall employee satisfaction, productivity and, ultimately, organisational success.

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Reeves (1979) stated that “improving the flow of information from management to employees has become a matter of increasing concern in recent years”. This assertion makes business sense as the attainment of organisational goals is largely influenced by the scope and quality of the exchange of ideas as well as on shared understanding or alignment between management and the workforce. It is for this reason that “management has to communicate more and be tougher … and not leave its management to the unions, or its communications”. While all stakeholders within the organisation have a role to play in workforce communication, management cannot afford to delegate communication with employees to trade unions. Such delegation would result in a dereliction of duty on the part of management and would lead to employees’ alienation. With that being said, it is a fact to reckon with that trade unions have become influential and have a significant role to play in workforce communication, particularly in the South African labour market situation, given its labour relations history and origins. Being the key authorities and leaders in workforce communication in the South African labour market context, both management and trade unions need a collaborative approach as fragmentation in communicating to the workforce creates confusion and employee alienation. Cross-disciplinary conflict made collaboration difficult and consequently impeded effective communication and teamwork. This study observed that communication with the workforce, particularly those at lower levels of the organisation, was largely indirect and done through the trade unions. With union leaders themselves not fully aligned to the business objectives, this communication approach caused a litany of communication failures. Karanges et al. (2014) emphasised that “internal communication is an important concept and integral to internal public relations which links to positive organisational and employee outcomes such as employee engagement”. They further observed that “internal organisational communication and internal supervisor communication support workplace relationships based on meaning and worth, and have a significant part to play in developing and maintaining optimal employee engagement”. Defined as “a positive, fulfilling, work-related state of mind, the benefits of employee engagement include increased productivity, decreased attrition, improvement of an organisation’s image and reputation, and increased financial returns” (Karanges et al., 2014). High levels of workforce engagement are significant to sustainable performance of any organisation. Low workforce engagement tends to result in low morale, absenteeism, employees’ alienation from business goals and a

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blame culture. These tend to have an adverse impact on productivity. Effective workplace communication for purposes of organisational alignment is essential for mobilisation of a healthy state of workforce engagement, as well as for creating a sense of community within the organisation.

It takes more to succeed in today's global marketplace; more responsiveness, more flexibility and more commitment. To compete, organisations need their staff to understand business goals and brand values and to feel personally committed to their achievement. To flourish, they need their people to act as champions of their business and their brand, both internally and with customers and other external stakeholders. Many businesses realised this and have started talking about staff buy-in. Yet they have failed to achieve the results they need (Thomson & Hecker, 2000). Workforce communication remains central to the attainment of such alignment and performance. That being said, there are factors that affect the level of workforce engagement and alignment to organisational objectives. These include acceptable working conditions, balanced work life, access to resources and tools to do work.

Organisations across the board are going through dramatic and fundamental change to survive in an increasingly competitive, fast-moving global environment. Structures are flatter and more streamlined. Reporting lines are less clear. Roles and job titles have blurred. Decisions are made much quicker. As a result, the lines of communication are far more complex and business messages are more difficult and often worrying for staff. In this environment, the future of the relationship between organisations and their people depends on the way they communicate with each other, not as employees but as internal customers (Thomson & Hecker, 2000). The escalating complexity and volatility of especially the mining sector in South Africa require even clearer and more effective communication between employees and management. The organisation under review, like all its industry peers, is undergoing constant changes in operating structures and models in order to attenuate the market economic challenges. It is for this reason that the workforce needs to be adequately informed for shared understanding purposes. Like external customers, staff have buying decisions to make on whether to buy-in to a business objective or initiative, whether to take ownership of a company vision, whether to aspire to achieve organisational goals or to live up to its collective values (Thomson & Hecker, 2000).

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The prevalence of social media platforms as well as access to electronic devices such as mobile phones and computers creates an opportunity for better accessibility and speed of communication. Employees communicate in social media and contribute to the company’s image and reputation. The role of internal communication expands in the direction of getting feedback from within the organisation. Conventional communication through traditional channels no longer satisfies the needs of employees nor does it create the feeling of belonging to a group (Badea, 2014). Social media provide a platform for feedback and input from employees. Therefore, social media can be used to stimulate employee engagement, provide relevant information and find the insights and problems of employees. Social media create a platform for an effective shift in the communicator’s role from the mere dissemination of information to being open for dialogue, eliminating the notion of control and careful listening to employees in conversations. Social media revolutionise communication and reconfigure the traditional internal communication models. New media increase the volume, speed and daily flux of communication, connecting people, giving them a voice and stimulating discussions on shared interests. Thus, modern communication techniques can reach increasingly larger audiences much faster (Badea, 2014). However, the risk associated with social media communication, such as potential negative public opinion where employees express their frustration against their organisations, should be carefully considered and managed. Many companies tend to issue policy statements regarding the use of social media by its employees on matters affecting their organisations. Furthermore, social media should not be regarded as a replacement of traditional or conventional workforce communications processes.

4.3 WHAT INFORMS THE INTEGRATED WORKFORCE COMMUNICATION ADEQUACY? Angelopulo and Barker (2013) asserted that integrated communication in any organisation has the following objectives:

Messaging consistency; Co-ordination of communication activities; Communication alignment with the organisations’ strategic focus; Stakeholder orientation and differentiation, namely inclusive of employees; and Smooth flow of information and exchange of views.

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The model for integrated communication proposed by Gayeski and Woodward (1996) is based upon these new approaches:

Market-based strategic communication which represents the approach of designing proactive communication programmes that candidly inform employees about the requirements of their customers and the realities of the marketplace, and focus on organisational strategy.

Performance technology or performance engineering, which describes systematic processes for solving organisational problems by analysing and improving selection, communication, instruction, work design, feedback and incentive systems.

Crossan (1987) defined communication as “a cluster of transactional functions whereby a state of mind is conveyed from one person to another and responses evoked … the process by which participants create and share information with one another in order to reach a mutual understanding”. Crossan (1987) further asserted that “true communication is not simply passing information; it is much more concerned with the transference of understanding”. Shared understanding of key organisational aspects such as the business objectives, current and future challenges, employees’ interests, performance drivers, external and internal influences is essential for effective organisational behaviour. Communication failures represent disconnection between the particular communication practices and ideologies used across professional disciplines and the specific collaborative expectations and work process improvements (Gillespie, Chaboyer, Longbottom & Wallis, 2009). The key authorities involved in workforce communication, namely managers, line supervisors and trade unions, usually approach the same communication activity from diverse perspectives, persuasions and intentions. While diversity should be embraced, communication that is misaligned and based on self-interest is counter-productive as it often results in workforce confusion. Reeves (1979) further argued that communication initiatives by management need “to develop beyond exhortation and presentations of the management viewpoint, and lead to the creation of new, credible and comprehensive sources of news about a company”. The diverse nature and multiple perspectives of reality within the organisation require a constant flow and exchange of information across all levels of the organisation. A careful balance between top-bottom, bottom-up as well as lateral communication is essential for

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the mobilisation of collective ideas, and intelligence is crucial for the sustainability of the organisation. One-sided and unilateral conveyance of information by management will lead to exclusive development, which is not sustainable, as the oppression of views from other segments of the organisation will lead to lack of collective ownership and organisational loyalty. This may lead to acts of sabotage. Workforce communication must be adequately integrative to generate organisational alignment essential for business performance and attainment of its objectives.

4.4 HOW TO ENHANCE INTEGRATED COMMUNICATION ADEQUACY How information gets distributed and disseminated within the organisation is essential for effective communication. This is important for the internal absorption of the intended messages. Different layers of the organisation must be reached through multiple communication devices, tools and platforms. It has been suggested that knowledge of information should be disseminated properly in an internal communication practice. Proper information dissemination requires individuals, forums and supervisors to understand how to deliver information within the organisation (Borca & Baesu, 2013). Effective communication requires seeing others’ point of view. Effective communication of knowledge also involves being aware of and sharing different perspectives (Yazici, 2001). This notion is relevant to the concern and problem statement is this study. Integrated workforce communication requires a strong sense of diversity and embracing multiple perspectives in crafting and delivering communication solutions. This is essential for inclusivity, collaboration and co-existence purposes in workforce communication. Given the fundamental ideological differences between the stakeholders involved in communication, creative enquiry on different views is essential for shared understanding, communication solutions and improvisation purposes. Effective communication can be described as a combination of how well information is delivered, accessed, shared and used. The availability of IT was expected to ease and enhance information delivery, access, share and use. The modality through which information is delivered plays a vital role in communication effectiveness (Yazici, 2001). Electronic and print media, real-time face-to-face communication and focused group meetings are useful in ensuring integrated workforce communication. Crossan (1987) observed that “upward communication is still very much the domain of the elected representative, the shop steward, and it is little wonder that in spite of the

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increased volume of information flow much frustration, misunderstanding and lack of involvement still exists in labour-intensive industrial operations”. This observation is relevant to this research setting as inadequate direct communication between management and employees as well as the intermediary exchange of information via trade union representatives often results in manipulation and/or contamination of intended messages. Therefore, the compromised alignment between the workforce and management exists in many instances. Crossan (1987) further argued that “communication is a line management responsibility and an integral part of the day-to-day interface with staff as well as within a formal network. Acceptance of this reality is the essential core of success”. For the line managers to effectively play their role in support of integrated workforce communication, there must be clear policy and institutional guidelines, tools and platforms to drive effective communication. Training and development of line managers in key areas such as interpersonal and listening skills is an essential enabler. The first essential criterion for organisational communication is decision-making by management. The lack of communication that occurs at higher levels and spreads across the whole organisation may cause misunderstanding among the employees (Borca & Baesu, 2013). It is the researcher’s view that while management decisions are essential, they cannot be taken without due cognizance of the overall organisational interests and views, particularly the internal stakeholders’ input. Unilateral and typical top-down communication lacks integrative adequacy and often results in workforce alienation. Enhanced levels of collaboration and co-delivery of workplace communication by internal stakeholders such as line managers, trade unions, top management and the larger workforce are essential for co-ownership and alignment purposes. Creating efficient and effective internal communication is not an easy process. Managers of different levels need to communicate goals and tasks to employees, while the employees need to understand their tasks to be able to help achieve the goals of the organisation (Borca & Baesu, 2013). Therefore, managers and line supervisors need the requisite competencies, tools and useful platforms to effectively deliver the workforce communication function. If conducted recklessly and without appropriate skills, workforce communication can be counter-productive. Negative vibes and performance derailing factors can be fuelled by incompetent communication.

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Knowing the types of internal communication, namely top-bottom, bottom-up, lateral, formal and informal, is not enough when trying to create a successful and trustworthy communication environment within an organisation (Borca & Baesu, 2013). Competent communication techniques, approaches and tools are essential for effective integrated workplace communication. Intended organisational goals cannot be achieved without effective and efficient workforce communication. Managers have to design and specify the kind of communication system and devices to be used for integrative communication purposes. How employees perceive the communication processes adopted has to be carefully considered, as perceived subjectivity and self-interest in management’s communication approach may render workforce communication futile. This is particularly important in a politically charged environment characterised by historical mistrust, such as in the case of South African mining context. Several structures and policies need to be followed to ensure the effectiveness of internal communication. These include ensuring that employees receive copies of strategies, plans, missions and goals to be reached. In addition, employers need to engage in face-to-face communication with the internal public in order to maintain effective internal communication and build a trustworthy organisational environment (Borca & Baesu, 2013). Depending on the context and circumstances, the organisation needs to strike a careful balance between formal and informal communication. Both approaches have significant value to add in the overall workforce communication function.

Effective communication can be described as a combination of how well information is delivered, accessed, shared and used. The availability of IT was expected to ease and enhance information delivery, access, share and use. Modality through which information is delivered plays a vital role in communication effectiveness (Yazici, 2001). Use of electronic and print media, as well as real-time face-to-face communication and focused group meetings are useful in ensuring integrated workforce communication.

4.5 CORE VARIABLES DEFINITION AND ANALYSIS The below definitions and concept analysis seek to provide contextual meaning of the utilisation of these key concepts in this research report. This will help the reader to view and interpret these concepts through the lens of the researcher. The definition and analysis of the core variables is enriched through literature review.

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4.5.1 DEFINITIONS AND LITERATURE REVIEW ON CORE VARIABLES

Integrated communication refers to the co-ordination of planned exchange of information and views within the organisation, alignment of communication effort to organisational strategy and the creation of synergy between various communication functionaries towards the organisation alignment (Angelopulo & Barker, 2013).

Workplace communication is the multidirectional (i.e. top-down, bottom-up and lateral) and multicultural (i.e. embracing the diversity of stakeholders involved) transactions and interactions that occur between people or stakeholders within the organisational context. The exchange of information can take various forms, such as spoken language or written or visual messages (Grant & Borcherds, 2015).

Workforce engagement is seen as creating alignment with the organisation’s goals and, particularly in the case of multinational organisations, with the organisation’s brand. This alignment has rational and emotional aspects. As a consequence of high levels of engagement, employees are prepared to put in discretionary effort over and above the demands of the job, giving a sense of connectedness to the organisation. It is more than just doing a job (McBain, 2007).

Stakeholder collaboration is a process through which groups with similar or different perspectives can exchange viewpoints and search for solutions that go beyond their own vision of what is possible. Collaboration goes beyond people participating in a process. It also extends beyond communication, cooperation and coordination. Collaboration also refers to a mutually beneficial relationship between parties involved who work toward common goals by sharing responsibility, authority and accountability in achieving results. Creative enquiry is a novel way to engage with groups and individuals of any age, background and ability through a unique blend of philosophy and creative methodologies. It enables diverse groups to build relationships, explore opportunities and engage collectively in an open, collaborative and democratic environment. Through the creative formulation, collective agreement and exploration of a philosophical question, the group creates a shared space to examine experiences, find new perspectives, stimulate new ideas and consider possibilities (The National Co-ordinating Centre for Public Engagement).

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As citizens of an increasingly complex community, country and interlocking world, we need the skills, critically reflective processes and creative approaches to cope successfully. We need to actively engage in meaning making. To engage in creative enquiry, one must therefore put oneself in a creative state of mind that is open to new possibilities. This can only be achieved if one is aware of and alert to the mind’s normal veils of perception coloured by existing knowledge, values and beliefs, and can suspend such judgemental thought processes in order to be open to new possibilities.

Multiple perspective approach refers to a broad term to encompass multiple and possibly heterogeneous viewpoints, representations and roles that can be adopted within both a collaborative and non-collaborative context.

Inclusiveness refers to the stance that demonstrates the willingness to recognise and acknowledge the distinct and diverse needs and abilities of the broader collective. This stance tends to drive integral and people-responsive approaches and tailor-made offerings to those involved. This approach mobilises effective communication with and broad participation of actors and role players involved. It leads to increased dialogue which in turn opens up perspectives to ensure recognition of diverse and changing values and expectations (Van Herzelea, De Clercqb & Wiedemanna, 2005).

In addition to the above definitions or contextualisation of some key concepts used in this paper, a concept analysis towards offering more clarity on the intended use and reference to these concepts and variables follows in Table 3.

4.5.2 CONCEPT ANALYSIS

Table 3: Concept Analysis

Concepts Antecedent Attributes Consequences Workforce communication

Lack of information, corridor gossip and rumours, misaligned effort with organisations, information gaps, communication failures

Flow of information, good listening and feedback, happens within organisational context

Alignment towards common goals, shared understanding, organisational performance, workforce engagement

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Integrated communication

Haphazard and disintegrated messaging trends, misaligned from organisation’s strategy, exclusive approach

Multi-lateral and multi-directional exchange of information, embrace diversity, role differentiation

Inclusive and collaborative effort, leverage of areas of tension, improvised solutions, co-existence

Workforce engagement

Poor morale, sabotage, misaligned effort, competing goals and interests, poor business performance

Emotional connection to the organisation, go beyond call of duty, motivated workforce

Good business performance, co-ownership and organisational loyalty, identify with organisation’s brand

Stakeholder collaboration

Conflict and misalignment, blurred vision, manipulation, mistrust

Co-existence, embrace diversity, mutual effort, alignment

Power of togetherness, family culture, collective value-add, attenuate complexity

Multiple-perceptiveness

Short-termism, single-mindedness and lack of alternatives or flexibility

Alternative ideas/solutions, inclusivity and diversity

Collaboration, systems thinking evolution, decision-making quality, flexibility

Generative capability

Lack of results, stagnation New production, delivery, progress

Builds creativity, alternatives and flexibility

Improvisation Stagnation, lack of ideas, stuck in old models

Invention, discover new world and ideas, continuous learning, growth

Continuous improvement, generative development and traction

Creative enquiry Monotonous approach, lack of variety

Variety, creativity, excitement, create new meaning

Value creation, designing responsive solutions, generative capability

Disharmonies or Indecisiveness, opposing options Creativity, Open new worlds

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tensions exploration, tension, positive energy, new learning

through leveraging on tensions

Authenticity Confused identity, fabrication, manipulation

Genuine or known to be real, accurate and factual

Predictability and everydayness

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CHAPTER 5: THEORY BUILDING

5.1 INTRODUCTION The theory-building approach adopted in this paper is influenced by the guidelines and insights covered in Locke’s (2007) article on The Case for Inductive Theory Building. The theory-building process will include the following:

Develop key observations and data; Formulate relevant concepts; Establish causalities and identify causal mechanisms; and Integrate established concepts and associated findings into an integrated whole.

5.2 DATA AND OBSERVATIONS The data gathering was conducted as per the process detailed in Chapter 2 of this paper. As part of the grounded theory research process, proposition logs were updated to record data, observations as well as propositions relevant to the phenomenon under review.

5.3 KEY CONCEPTS AND CORE VARIABLES Arising from the data gathering, observations and introspections made, the following key concepts and core variables were formulated pertaining to the research topic. These will form the basis of the theory-building process. Levels of:

Inclusiveness Multiple perspective Stakeholder collaboration Creative enquiry Workforce engagement Generative capability Communication incompetencies

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Tensions or disharmonies Organisational alignment Integrated communication Communication design

These key concepts and variables are an outcome of the sampling and saturation process conducted towards surfacing those with absolute relevance to the research topic.

5.4 CAUSAL RELATIONSHIPS The Inter-relationship Diagraph (ID) as well as the Causal Loop Diagram (CLD) research tools were used to establish the causal relationships between the key concepts and core variables identified. The use of these tools enabled a structured and scientific process to establish the cause and effect inter-relationships.

5.4.1INTER-RELATIONSHIP DIAGRAPH (ID)

Following are the ID and CLD figures, as well as a discussion on each: Figure 12: Inter-relationship Diagraph (ID)

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The Inter-relationship Diagraph depicts the following. Firstly, the levels of communication competencies as well as communication design are shown as the top two key drivers in the inter-relationships, followed by levels of disharmonies or tensions, creative enquiry and inclusiveness also shown as significant drivers. Therefore, these form the basis of the core variables relevant to this research process.

On the other hand, workforce engagement and organisational alignment are shown as key outcomes in the causal inter-relationship, closely followed by integrative communication and generative capability.

5.4.2Causal Loop Diagram (CLD) Figure 13: Causal Loop Diagram (CLD)

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The above Causal Loop Diagram (CLD) illustrates the causal relationship between the key core variables with their impact on the concern variables in the context of the chosen research setting. This CLD visualises how these core variables are interrelated. In the context of the research setting, inadequate communication competencies and tensions or disharmonies caused by divergent views have a negative causal impact on the entire communication system. Inadequate communication competencies and poor management of tensions or disharmonies are indicative of the observation made regarding the lack of adequate creative enquiry. Role players tend to resort to power play and pressure tactics instead of harnessing creativity, which offers an alternative to the prevalent tensions or disharmonies through dialogue and dialectical engagement. While the communication design and architecture has a balancing effect, the effective utilisation and application of the available workforce communication structures, tools and processes need to be improved. Therefore, the inadequate application of the communication design and tools or process provided has a limiting effect on the capability of the communication design itself. It is perhaps these inadequate communication competencies and skills that render the good communication design to be less effective. In other words, the multiple communication channels, tools and platforms within the organisation are not utilised to their optimal potential, given the inadequate competencies and lack of creative enquiry. Further limiting factors include the silo and self-interest tendencies between the key role players involved, informed by the divergent ideologies and perspectives. These limiting factors have an adverse impact on the flexibility and diversity benefits that can be sourced from multiple perspectives. The above inter-play between the key variables has a restraining effect on the adequacy of the integrative workforce communication.

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5.5 SOLUTION DESIGN PROCESS

The solution design process seeks to identify the mechanisms and interventions that will influence the concern variable in a desirable direction to ensure integrative workforce communication adequacy. Following is an illustration of the solution design process followed in this research project:

5.5.1 CMO

The following CMO diagram in Figure 14 shows the concern variable relative to its contextual issues. These contextual issues are underpinned and informed by the situation itself. The factors that influence the behaviour of the concern variable are also highlighted. The CMO further depicts the relationship between the concern and the situation. Figure 14: CMO

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The CMO facilitated the understanding of mechanisms that influence and drive the concern variable.

The contextual issues in the CMO diagram in Figure 14 illustrate that influences such as power-play tendencies; the fragmented communication platforms and messaging content; inadequate communication skills particularly by line supervisors and the general workforce low literacy levels; reactive and indirect communication practices; as well as the third party external influences such as political or shareholder activists ideologies have a restraining effect on the adequacy and behaviour of the concern variable.

Effective artefacts are required to influence the behaviour of the concern variable in a desirable direction.

5.5.2Context, Interventions, Mechanism and Outcome (CIMO)

This section of the paper illustrates the concern variable interventions in the form of a CIMO. The primary objective of these interventions is to address the behaviour and impact of the concern variable. Figure 15 demonstrates the CIMO. Figure 15: CIMO

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The two key and broad interventions required to positively influence the behaviour of the concern variable are the review and effective application of the integrative workforce communication design, as well as the enhancement of communication competencies in order to enhance creative enquiry, amongst other competency enhancement measures required. The need exists to review the communication design to ensure healthy multi-directional flow of information and to enhance real-time dialogue. The interface between the available communication platforms and processes needs to be constantly evaluated to ensure organisational alignment. Secondly, measures need to be implemented to enhance communication competencies, particularly for line supervisors. The literacy levels of the general workforce should also be improved, or mitigating measures should at least be implemented towards enhanced understanding and to enhance creative enquiry capabilities.

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Based on the interplay between all the variables within their context, a relevant intervention was formulated to influence the behaviour of the concern variable within acceptable limits.

The intervention highlighted in the CIMO diagram will attempt to help manage the threat posed by the limiting factors on the integrative adequacy of the workforce communication.

5.5.3Design Propositions

Following are the two design propositions associated with the solution design process:

1. To ensure the effectiveness and meaningful application of the workforce communication design or architecture towards ensuring integrative adequacy.

2. Implement measures to enhance communication competencies across the organisation in order to ensure constant exchange of information and ideas, as well as creative enquiry.

The key concepts associated with the two interventions are subjected to a literature review process in order to enrich the understanding hereof:

5.5.3.1 Communication Design The effectiveness of integrated workforce communication is largely informed by the architecture, tools and processes through which the communication function is executed across any organisation. Effective business communication relies on a feedback cycle that involves listening, speaking and confirming what has been heard. Managers should avoid communication cycles that emphasise speaking over listening. Managers who make extra time to listen to the concerns and the ideas of their teams often succeed at meeting project goals, while also building highly collegial environments in which to operate (Taylor Jr., 1997). In the context of this research project, it is the researcher’s observation that over-reliance on indirect and written communication within the research setting results in the benefits associated with constant listening being missed. Therefore, the evidence of organisational misalignment is on certain aspects and areas of the business and employees’ underlying interests. Selecting proper tools is important because some tools might encourage, or impede, information sharing. While communication can be easy, there can also be many disruptions that can make it harder or even impossible for the receiver to understand what has been

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communicated. In the work environment, the most regular methods of sharing information can be through documents, emails, meetings or face-to-face discussions. One channel to share information does not usually replace other channels but they support one another. There are also ways to improve the communication method by putting some additional steps into use, for instance repeating or by being surprising (Leppavaara, 2012). It is the researcher’s observation that a careful balance between the available workforce communication channels, processes, media and platforms needs to be maintained. Various categories of the workforce audiences find different forms of media appealing to them. For instance, the larger part of the workforce, particularly those at operator or entry level do not have access to electronic platforms such as emails or intranets. Therefore, responsive and feasible forms of media and communication execution will be more appealing to them. In the age of globalisation and social media, there is an increased demand for a new type of communication for practitioners capable of adapting to rapid organisational change and constantly emerging online communities (Samoilenko, Ballard-Reisch & Akhatova, 2011). The sophistication of the workforce, particularly in supervisory and skilled job categories, results in electronic and social media being more appealing. Even at lower levels of the organisation the majority of employees have access to mobile phones. This has become a useful communication platform for the organisation under review, where tools such as bulk SMS systems and Interactive-Voice-Recording (IVR) are commonly used. While the advent of communication technology and social media has broadened the communication platforms and enabled instant and constant accessibility, the impact that these have on real-time face-to-face contact needs to be carefully managed. The benefits availed by non-verbal or unspoken language in communication tend to be downplayed. Personal contact and real-time interrelationships provide a different context and meaning to the communication activity.

5.5.3.2Communication Competencies

Communication competence is defined as "the ability to interact well with others" . (Samoilenko et al, 2011). That is the accuracy, clarity, comprehensibility, coherence, expertise, effectiveness and appropriateness of the communication activity. Communication competence is best understood as "a situational ability to set realistic and appropriate goals and to maximise their achievement by using knowledge of self, other, context, and

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communication theory to generate adaptive communication performances" (Samoilenko et al, 2011). Communicative competence is measured by determining if and to what degree the goals of interaction are achieved. The function of communication is to maximise the achievement of shared meaning. Communicative competence is dependent on the context in which the interaction takes place. Communication which is successful with one group in one situation, may not be perceived as competent with a different group in another situation (Samoilenko et al, 2011)

Shocley (1988) highlighted the following six criteria for assessing communication competence:

1. Adaptability or Flexibility: This refers to the ability to change behaviours and goals to meet the needs of interaction through social connectivity, for instance.

2. Conversational Involvement: This refers to behavioural and cognitive activity to be responsive, perceptive and attentive during the communication activity.

3. Conversational Management: This is about how to regulate your interaction and be adaptive in different situations. It is the ability to control the smooth flow of the interaction process.

4. Empathy: The ability to demonstrate understanding and share emotional reactions. 5. Effectiveness: This refers to the ability to achieve the objectives of the conversation. 6. Appropriateness: This is about the ability to uphold expectations in a given

situation.

There is an increased demand for a new type of communication for practitioners capable of adapting to rapid organisational change and constantly emerging online communities. These specialists should not only be familiar with numerous social tools available, but also need to understand the importance of ethical choices when using these tools and applications. Communication competency develops from an increased understanding of the communication process, ability to sense accurately the meanings and feelings of oneself and others in the organisation, improved skills in communication, conflict management and decision-making, and finally, a well-defined sense of organisational and interpersonal ethics (Shocley, 2009). Building quality relationships, knowledge of and support for the advancement of the corporate image as well as ethical business practices are essential requirements of communication competence (Shocley, 2009).

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The stakeholder and workforce dynamics in the real world, such as the divergent interests and ideologies, the politically charged and conflict prone environment, the cultural diversity, the general low literacy levels amongst the workforce, prevalent communication barriers, as well as the evident power-play tendencies, require a tailor-made and adaptive communication approach and tactics. A deeper understanding of the underlying and less obvious issues is necessary as this understanding influences the effectiveness of the communication function in the workplace. Therefore, communication competencies solutions cannot rely on the available models nor past communication approach successes. Required potent solutions for integrative communication competencies may not be available or known as these may have become redundant, given the fluidity and ever-changing workplace dynamics. Effective communication competencies and solutions may still need to be designed in response to these fluid workplace realities.

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CHAPTER 6: EVALUATION AND LIMITATIONS

6.1 STUDY EVALUATION The relevance, utility, validity and ethical implications of this study will be evaluated next.

6.1.1 RELEVANCE The primary purpose in this section of the paper is to illustrate the relevance of the concern of this research paper to the situation. The organisation under review in this research project, like any typical conventional and semi-mechanised mining operation, is labour-intensive in nature. The diverse labour and internal stakeholders profile usually presents divergent views, cultural differences, variant backgrounds and misaligned interests. Therefore, organisational performance requires effective engagement through the workplace communication in order to mobilise a shared understanding, creative enquiry into areas of disharmonies or tensions, inclusivity for collaboration purposes, as well as effective flow and exchange of information across all levels of the organisation. The integrated workforce communication function presents a platform and vehicle through which organisational alignment and collective effort can be harnessed. Through an integrated workplace communication approach, the diverse interests and views can be dealt with in an integrative manner towards the mobilisation of a shared understanding and organisational alignment.

6.1.2 UTILITY This section of the paper determines whether the answer arrived at in this study adequately addresses the concern and the research question. In other words, whether there is a link between the concern, question and answer established.

The design propositions as well as interventions surfaced through the CIMO process, namely the review of the workforce communication design with the primary objective to ensure its consistent application and implementation of measures to enhance the communication competence and capability and creative enquiry across the appropriate levels of the organisation, are responsive to the restraints that were identified as having an adverse

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impact on the quality and effectiveness of integrated workplace communication. Furthermore, communication design and communication competence are central features of any integrative communication function. The effectiveness of both these core variables has a direct link on the adequacy on integrated workforce communication. In other words, a responsive communication function architecture as well as improved communication competencies will enhance the adequacy of the integrated workforce communication function in the context of the organisation under review.

Communication design review and improvement include measures such as the balance between upward and downward communication, shared communication platforms and common messaging in order to prevent workplace misalignment.

Furthermore, the answers and interventions towards enhanced integrative communication adequacy that surfaced in this study are supported by any typical integrative communication framework, as detailed in the literature review section of this report. In other words, proper communication design and communication competencies form an integral part of most integrated communication models or frameworks.

6.1.3 VALIDITY The validity of this project was established with due regard to the validity criteria, namely credibility, dependability, transferability and confirmability.

6.1.3.1 Credibility

The basis of the believability of this research projects lies in the relevance and utility linkages already established between the situation and the concern, as well as between the concern, question and the answer. The impact that these linkages has on the project’s value-add confirms credibility in this regard.

Secondly, the structured and methodological process adopted in gathering and processing data supports the validity claim of this research project. The data gathering process included the participants’ interviews, focus groups, questionnaires, recording of relevant observations in reflective memos, capturing of the proposition log, and indicated the relevance of the propositions to the issue under review.

The design and methodology of the research took a scientific stance. The research goals, question and problem situation were clearly articulated. The SSM

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methodological framework was followed to ensure structure and discipline of the research process.

6.1.3.2 Dependability

The project design and decision design approach adopted in this research support its dependability.

The SSM methodological framework was followed to ensure structure and discipline of the research process. This approach further provided a structured and coherent approach in viewing the situation relative to the concern. It therefore provided a dependable mechanism to analyse and diagnose the contextual variables and mechanisms with impact on the concern variable. Furthermore, the Knowledge Funnel approach adopted in processing and making sense of the data obtained had also provided structure and disciplined approach. It was through these structured approaches that the researcher managed to arrive at the results established.

6.1.3.3 Confirmability

A solid auditability, process and paper trail associated with this research project will adequately gain support and confirmation by others. The auditability and paper trail referred to include the following:

Appendices showing the interview guide, research questionnaire and reflective memos used in the research process;

Proposition logs showing the relevance of the propositions to the research case; Evidence on all processes, models and tools used (i.e. Inter-relationship Diagraph,

Causal Loop Diagram, CMO and CIMO); and Grounded Theory approach adopted in this research.

6.1.3.4 Transferability

Given the insights and lessons obtained, as well as the value-add gained from this research project relative to the research problem, the researcher firmly believes that similar results would apply under similar or related circumstances, subject to the contextual influences and dynamics at play. The answer to the question and concern can be applied to any area faced with similar contextual issues.

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6.1.4 ETHICAL EVALUATION This section of the paper evaluates and demonstrates the level of ethical correctness of this research project, and in particular that of the research outcome and intervention. The test for ethicality is to what extent the research has secured a burden of benefits to the broader collective and other stakeholders. The ethical evaluation of this study is premised on the satisfaction of the Utilitarian, Justice and Fairness principles.

The fundamental emphasis of the Utilitarian principle is that “ethical action is the one that provides the most good or does the least harm … or produces the greatest balance of good over harm” (Velasquez, Andre, Shanks & Meyer, 2012).

The proposition design and interventions that seek to enhance the communication competencies and capability is destined to improve the flow and exchange of information between all the role players involved in workforce communication. This will mobilise a better platform for all who have a voice to be heard. Through effective communication, the interests of all involved can surface and be observed and thus facilitate the creation of collective good.

Linked to communication competencies is the creative enquiry capability through dialogue. Creative enquiry enables the exploration of the available options in an inclusive manner, the adoption of the good from the available options, and opening of a new world that makes sense to the collective as opposed to individualistic and self-interest tendencies.

On the other hand, emphasis underpinning the Justice principle is that “equals should be treated equally … or fairly based on some standard that is defensible” (Velasquez et al., 2012). The principle of fairness is central to the meaningful application of justice. Fairness is defined as “the being of just, equitable and impartial” (Ferrell, 2009). The application of fairness without a proper analysis and understanding of the stakeholders will be meaningless.

The design proposition and concern variable intervention, with focus on the review and effective application of the communication architecture and design, seeks to mobilise an equal opportunity across the organisation for all to participate in the communication activity and processes. Equality and justice without a right to participate is an illusion. Such

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participation in the communication processes should be meaningful and should embrace the diverse perspectives held by all role players. Organisational alignment and fairness cannot be achieved without the integration of the diverse nature and dynamics of those involved.

With the rights approach, emphasis is on the principle that “the ethical action is the one that best protects and respects the moral rights of those affected” (Velasquez et al., 2012).

The principles of multiple perspectives, inclusivity, stakeholder collaboration, creative enquiry, exchange of ideas and information, workforce engagement and shared understanding that are emphasised in this research project serve as confirmation that “rights” imperatives must be afforded due respect in the running of any organisation, as well as in the execution of the workplace communication function. It is through the upholding of such principles that the rights of those involved can be respected.

Ethical failure occurs where self and individualistic interests are given prominence over the social justices as well as over the interests of broader collectives. A typical example would be where the organisation’s communication practices are dominantly top-down in approach and where views and interests of the broader collective are suppressed. This often results in devastating harm caused to the organisational performance and sustainability, as the suppression of others’ views tends to lead to lost ideas, sabotage and exclusive operation. Ethical failure is also prevalent in situations where principles of justice for all are not observed or where dominance of one to the other or arbitrary grounds is practised. The exclusion of certain segments of the organisation from the communication processes based on rank or seniority, or undermining views expressed by certain segments or groupings within the organisation are examples of such ethical failure. Further examples of ethical failure include the manipulation of information for self-interest purposes, as well as the lack of feedback or relevant update to the workforce on key aspects affecting the business. This kind of deprivation of information tends to cause exclusive development.

6.2 STUDY LIMITATIONS

The researcher acknowledges that this study has several limitations that can be remedied through additional work and adequate time allocation. First, the single research setting in which the study was conducted limits the extent to which findings may be generalised as the variables. More specifically, influences in the integrated workplace communication varies from area to area. Secondly, some of the respondents’ input may have been influenced by the researcher’s insider status or alternatively by the researcher’s own input

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or insights sourced from the participants. Thirdly, in light of the limited time available to conduct a study of this nature, some of the critical variables and insights relevant to the issue under review may have been overlooked or not adequately explored. The workplace communication phenomenon together with its associated challenges is quite significant, and therefore cannot be comprehensively addressed nor remedied by the limited work that this study managed to cover. Having said this, this study presented the researcher with an opportunity to grapple with the phenomenon under review in a methodological and structured manner. The minimal insights and enhanced understanding secured will definitely make a small contribution to questioning and interrogating the current workforce communication function from a better informed and intelligent stance. Furthermore, based on additional ideas gained, small improvements can be made towards mobilising workplace communication integrative adequacy. These additional insights and understanding gained will surely facilitate a platform for additional research on this dynamic phenomenon. Typical of most research in organisational behaviour, the researcher cannot make a conclusive claim about the generalisability of the findings. Future research might reveal that the cultural context and dynamics at play may influence the nature of the workforce communication function and its implications on the level of integrative adequacy.

6.3 AREAS FOR FURTHER RESEARCH The impact or influence of role players’ ideological differences in their workplace communication dispositions or approaches is a definite area that requires more research. The time available to conduct this study was limited to do justice to this area of concern in this research given its complexity and multiple inter-dependencies The origin and mechanisms of such ideological influences were not clearly or even adequately surfaced in the research process and outcomes. Ideological elements with impact on workplace dynamics have long historical origins that have evolved over decades, and these require adequate time for proper research and analysis. Without a proper understanding of these underlying influences, an optimal management of integrated workplace communication function will remain a challenge not fully grappled with. As a

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well-entrenched and influential worldview premise, ideologies need to be adequately researched and understood in order to influence their impact on the concern variable. Finally, the tangible measurement of the impact of integrative workplace communication on organisational alignment and performance is a further area that requires further research. Arguments regarding the impact hereof are usually qualitative and therefore evaluation tools and matrices that will enable the quantification of the impact or value-add presented are necessary.

6.4 CONCLUSION It is the researcher’s conclusion that the state of integrated workforce communication is partially adequate. Relevant interventions as detailed in the section dealing with solutions and interventions design need to be put in place towards enhancing integrative workplace communication adequacy to acceptable levels.

This research had contributed immense value to the researcher in surfacing the key drivers of integrated workplace communication. This will be of assistance in achieving the researchers’ goals.

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APPENDICES This section of the paper will demonstrate the supporting tools and processes that were utilized in this research project.

APPENDIX A: RESEARCH INTERVIEW GUIDE

ACADEMIC STUDY INTERVIEW

Results of this study will be used for academic purposes only.

High standards of confidentiality will be observed, and your name will not be cited in the report.

Participation in this interview is on a voluntary basis, and thus with your consent.

You may choose to withdraw your participation at any stage of the process.

Permission to conduct this study within Anglo American Platinum has been granted.

Your feedback/input will not be voice recorded. The researcher will take detailed notes as part of

the study data gathering process.

You are encouraged to volunteer as much information as possible, and to speak freely and openly.

Questions:

a. What role do you normally play in the workplace communication function?

b. Are you and you fellow employees/colleagues at ease to express your views?

c. Through what channels and platforms do you usually express your views?

d. Through what channels and media is communication to the general workforce usually

conducted? Are these easily accessible and understood?

e. How can the available communication channels be improved to ensure better integration?

f. Is the workforce understanding of communication content usually evaluated or assessed?

g. Do you think there are adequate channels for communication across the organisation?

h. What role does line supervisors play in communication? How would you regard the

effectiveness of their role?

i. What usually happens in cases of different or divergent views between those involved in

the workplace communication process?

j. What drives upward and downward communication? Is there an effective balance

between the two?

k. How frequent and effective is feedback to the workforce on issues raised? How effective

is the feedback circle? Who and how is feedback usually provided?

l. What impact does the role of communication have on the prevalent labour disruptions on

the operations?

m. What is the level of shared understanding on important matters affecting the organisation?

Is there room for improvement on shared understanding, and how can this be enhanced?

n. Managers and trade unions are key authorities in workplace communication. How aligned

are they in terms of communication content and approach?

o. How collaborative and inclusive are the communication process within the organisation?

p. How can integrated workforce communication within the organisation be enhanced?

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APPENDIX B: RESEARCH QUESTIONNAIRE Below is the questionnaire template used in this research project:

ACADEMIC STUDY QUESTIONNAIRE

Please take important note of the following:

Results of this study will be used for academic purposes only.

High standards of confidentiality will be observed, and your name will not be cited in the report.

Participation in this questionnaire is on a voluntary basis, and thus with your consent.

You may choose to withdraw your participation at any stage of the process.

Permission to conduct this study within Anglo American Platinum has been granted.

Your feedback may be typed or hand written.

Participant’s Name -----------------------------------------------------

Participant’s Consent (Signature) ---------------------------------- Date --------------------------

..................................................................................................................................................................

Study Title/Topic:

Explore the drivers of effective integrated workforce communication within Anglo American

Platinum.

1. Please study each question or statement carefully. Record your answer by ticking a box that best

represents your views in the 5-point rating scale (Where 1 represents disagreement and 5

represents strong agreement).

QUESTIONS/STATEMENTS 1 2 3 4 5

Multiple communication channels and platforms exist

across various levels of the organisation

There is a regular flow of top-down and bottom-up

communication

Employees can freely communicate their issues and

ideas with supervisors

Line supervisors facilitate the flow of communication

with employees

Line supervisors have good communication and

listening skills

Regular feedback is given on issues raised by

employees

Management keeps employees informed and updated

on important matters affecting the organisation

Communication with employees is usually in written

form (e.g. briefs and newsletters)

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Real-time/direct and word of mouth communication by

managers and supervisors is in place

Electronic media platforms are frequently used (e.g.

email, video, SMS)

Different views and ideas expressed by various parties

or employees are treated with respect

Tensions arising from different views and ideas

expressed are dealt with productively

There are often tendencies to manipulate information to

serve certain interests or agendas

Power play and pressure tactics are often used to drive

communication

There is consistency of messages between managers

and employees’ representatives such as unions

Managers and union representatives usually share

communication platforms and common messages

Misaligned or conflicting messages between

management and unions usually happens

Misaligned messages tend to confuse the workforce

Communication contents and messages are easily

understood by employees

Communication drives/campaigns are responsive to the

workforce requirements and interests

Interests of middle managers and supervisors are well

understood by the business

Middle managers and supervisors can represent the

company’s interests well through communication

Informal communication methods are often used (e.g.

SAV visits, sports and recreation, pre-shift talks)

Employees have anonymous channels through which

they can raise issues and views

Feedback is given on anonymous issues raised by

employees

Business challenges and interests are well understood

by the workforce

The company and its employees are aligned on how to

address challenges facing the business

Employees often market and champion the company’s

brand and interests positively

2. Please study each statement carefully and provide your feedback as follows:

2.1. Select top 5 statements that support/drive effective integrated workforce

communication; and

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2.2. Select top 5 statements that discourage/eliminate effective integrated workforce

communication.

NB: Use the provided fields/boxes to tick or indicate your selections.

QUESTIONS/STATEMENTS Support Discourage

Communication that is responsive to the organisation and workforce interests

Shared platforms and common messages between unions and management

Provision and use of multiple channels/platforms to raise employees’ issues

Frequent exchange of ideas between managers and employees

Line supervisors good communication skills

Regular communication of matters that affect the business/organisation

Tensions/disharmonies caused by opposing views and ideas

Meaningfully consider views raised by different stakeholders

Discourage or punish opposing viewpoints

Constant feedback on issues raised by employees

Careful balance between upward and downward communication

Manipulation of information to advance particular interests or agendas

Inadequate and reactive communication

Inclusive and meaningful engagement/debate on opposing views

Power play and pressure tactics driven solutions

Reach compromise for the sake of peace or making everyone happy

Improvise/invent sustainable ideas and solutions through meaningful debate

Creative enquiry or meaningful debate on opposing views and ideas

Tolerate/consider diverse viewpoints and perspectives

Issue directives and instructions to ensure uniformity

Are there any other factors that drive/support integrated workforce communication?

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Are there any other factors that discourage integrated workforce communication?

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3. Please share your views and feedback on the below questions:

3.1. What additional measures should be implemented to enhance integrated workforce

communication?

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What platforms and channels should be put in place to facilitate integrated

communication?

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What are the key factors or agenda that influence bottom-up communication?

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3.2. What are the key factors or agenda that influence top-down communication?

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3.3. How can collaborative communication between management, employees and

employees’ representatives be enhanced?

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3.4. How can the different viewpoints between management, employees and employees’

representatives be best dealt with without causing harm to the organisation?

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3.5. Are there alternatives to power play in advancing one’s views? ---------------------------------

3.5.1. If YES, please share possible alternative means

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3.5.2. If NO, why will other alternatives not become useful?

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Thank you very much for your participation and feedback.

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APPENDIX C: REFLECTIVE MEMO TEMPLATE

The below template was used to reflect on and record observations made from the natural and actual workforce communication activities and processes.

REFLECTIVE MEMO TWO: INTEGRATIVE WORKFORCE COMMUNICATION Nature of the workplace communication episode: Actors & Stakeholders: Issues:

Ideas & Insights

Progress that characterise integrative approach:

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