Running head: RESEARCH PAPER ON COMMUNICATION

Research Paper on Communication

Research Paper on Communication

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There is a need for communication based creativity within organizations. The purpose of
Whetton and Camerons article Solving Problems Analytically and Creatively (2002) is for
organizations to develop better problem solving and communication techniques. Not to mention,
organizations must possess leaders who are familiar with creative communication techniques.
Furthermore, there are conceptual blocks that attempt to prevent leaders from communicating
creatively. The conceptual blocks include constancy, commitment, compression, and
complacency. Constancy includes one thinking language and vertical thinking. Commitment
exists as stereotyping based on past experience and ignoring commonalities. Compression
comprises of distinguishing a figure from ground and artificial constraints. Complacency
embraces noninquisitiveness and nonthinking. Constancy, commitment, compression, and
complacence are interrelated because of their ability to block positive communication paths.
Conceptual blocks within my organization created barriers as we attempted to implement
a new system. Negative thoughts are said to be one of the reasons why these conceptual blocks
occured. While these conceptual blocks can have a negative effect, they also have some positive
effects. Meanwhile, advocacy and inquiry both play a huge role in promoting communicating
based creativity. Equally important, there is a need for motivated teams, to act on these
conceptual blocks. It is necessary for organizations to implement an action plan that will help
advance communication, which will include having a positive outlook on possible solutions.
According to the article Advocacy and Inquiry: Key Components of Dialogue (2008)
terms such as advocacy and inquiry help promote communication based creativity. Advocacy is
an umbrella term for a range of activities designed to change society by appealing to
individuals, employers or government. Inquiry on the other hand, is the level of communication

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involved in bringing these four conceptual blocks to the attention of employees (Cohen, Lee, &
McIlwraith, 2012, p. 3). Additionally possessing problem solving techniques is necessary.
Problem solving includes analytical and creative techniques. Shifting toward problem
solving, analytical problem solving focuses on getting rid of problems, while creative problem
solving generates something new (Whetten & Cameron, 2002). Analytical problem solving is
what a lot of leaders utilize. No one wants to deal with problem. Problems are considered a
nuisance. In fact, problems are necessary for company growth. One of the biggest mistakes
leaders make is not defining the problem properly. Not defining a problem properly obstructs
communication. Obstructing communication causes a breakdown that hinders a leaders ability
to communicate clearly.
Personal examples
The conceptual blocks that affect my organization are constancy and complacency. Both
causes an organization to stand still. According to Whetton and Cameron (2002), moving
stagnantly within organizations will not allow progression and success. Stagnant movement
includes relying on past experiences which aids in avoiding innovation. My organization can
become complacent with what has worked in the past. While we are delivering services,
employees tend to feel we should have delivery down to a science. With constancy being
associated with maturity, we are sometimes viewed as airheaded or peculiar. However, with
airheaded comes creativity. The problem is deviating from an approach that has worked time and
time again. Being consistent with our actions does not create grounds for creativity, or open
doors for new ways of thinking.

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With the opportunity to implement a new system came new challenges. These challenges
were encouraged by the contingency of vertical thinking. Vertical thinking has its ups and down
within my organization. The ability to choose, and focus on continuance and stability are all
followed by positive outcomes. While vertical thinking within my organization has had some
positive implications, there were some negative effects. According to Whetten and Cameron
(2002), vertical thinking is concerned with where an idea came from, and develops the idea,
while lateral thinking focuses on where the idea is going, and discovers the idea. Lateral thinking
looks at the bigger picture. However, both vertical and lateral thinking are necessary. Within my
organization, both lateral and vertical thinking are utilized.
Eliminating vertical thinking all together, is not a good idea. Sometimes it is best to be
simplistic. Overthinking can cause burnout, and a communication breakdown. Also, employees
tend to feel that you are too analytical, and feel they cannot talk to you about basic things.
Sometimes it is necessary to have a mix of personalities, such as those who tend to be simple
minded and those who think analytically. Mixed together creates creativity. However, there is a
reason why conceptual blocks occur in the first place.
Why conceptual blocks occur in organizations
Block can occur because of negative thoughts. Negative thoughts create one negative
thought after another. It even creates negative scenarios that have not happened. That is why it is
important to think positive about any and every situation. As leaders we must know how to
eliminate conceptual blocks. Although there is no cut and dry way to eliminate conceptual blocks
and communicate creatively, there are some concepts that can be followed.
What leaders can do

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It is necessary for leaders to have motivated teams within their organization. These
groups of individuals are often utilized to motivate other teams to be creative (Ray & Romano,
2013). Deviating from the use of conceptual blocks will allow leaders to be more creative. It can
be difficult to deviate from these conceptual blocks, because they are hardwired into our thought
process (Whetten & Cameron, 2002). According to Gautam (2001) leaders should also adopt
techniques like reversal or Janusian thinking, which redefine the problem at hand. Leaders will
be able to work around conceptual blocks and promote communication based creativity. Leaders
should also make a habit of advocating and inquiring. Advocacy and Inquiry can aid in
eliminating conceptual blocks.
Advocacy
According to the article Advocacy & Inquiry: Key Components of Dialogue (2008)
there are steps leaders can take to improve their level of advocacy. Steps include: stating,
describing, and explaining assumptions. It also includes deeply explaining your point of view,
while giving examples, and making sure to put things into context. Additionally, thinking about
what the other person thinks about what you are saying, to aid in giving examples. Lastly, not get
angry if your ideas are questioned, instead encourage them to follow your data. These steps will
identify areas where you could use some help. This is a great time to utilize listening skills. Next
is inquiry.
Inquiry
According to the article Advocacy & Inquiry: Key Components of Dialogue (2008) is
utilized in order to see someone elses point of view. It is necessary to inquire about the data the
other person is using. This involves, not making the other person feel uncomfortable by

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becoming aggressive, or making them feel like a witness. Find out why they are saying what they
are saying, while explaining to them the need for your inquiry. Asking yourself, how it relates to
your situation? Test the thought process of others by listening for new information, and
understanding what others are saying.
According to Walter (2005), deep thinking, inquiry, and skillful listening strengthens the
foundation of an organization. The success of an organization is defined by it being able to align
itself with challenges. From here an action plan can be put into place that involves aligning with
the mission and values of the organization.
Action Plan
The action plan that will be utilized to address the conceptual blocks (in my organization) and
issues are similar to the techniques utilized by Whetten and Cameron (2002), which includes:
1.

Defining the problem

2.

Generating alternative solutions

3.

Evaluating and selecting alternatives

4.

Implementing and following up on the solution

The steps that are utilized to eliminate constancy and complacency are listed in table 1.

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Communication Steps
Steps

Result

1.

Gather all relevant information to begin the process

Finds relevant sources

2.

Communicate with all necessary parties (pulling out

Employees are all on one page

more information)
3.

Pull out most important information (avoid bias)

Narrows down the problem

4.

Make a plan

Puts things into perspective

5.

Act on the plan

Solve problems

6.

Repeat steps if necessary

Gather more information

7.

Maintenance

Lessons learned
Table 1: Communication Steps

Block issues and solutions

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While facing the constancy conceptual block, we opt to partake in face to face
communication. This form of communication allows for a direct response to the cause of the
problem. Utilizing face to face communication helps to overcome constancy. It helps by allowing
employees to view things from more than one perspective, and help each other reach desired
goals, quicker. Face to face communication also helps us not to be complacent. We are able to
ask each other question while attempting to eliminate bias. Although face to face communication
produces quicker results, individuals are not always available making this technique less
effective. Previously, email was utilized alone, which is why conceptual blocks became an issue.
Emailing alone can cause misunderstandings and late responses. Utilizing both face to face
communication has helped to communicate more effectively.
Conclusion
With the need for communication based creativity, leaders who possess creative
communication skills are able to bypass conceptual blocks. The four conceptual blocks, can be
tackled with an action plan. This action plan requires implementers who know how to advocate
and inquire. Constancy and complacency has affected my organization. With the ability to bypass
conceptual blocks, we can now solve problems creatively and effectively. Conceptual blocks are
brought to employees attention by leadership. It is leaderships responsibility to advocate for the
opposite of this behavior. This advocacy creates a foundation that will allow creative problem
solving.
Eliminating conceptual blocks has much to do with eliminating bias, and thinking
outside of the box. It is in a leaders best interest to look at situations as a whole. It is also
in their best interest to be proactive. Notably, there are doctors that are not afraid to say

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they dont know something. This shows they are aware there is more to be learned about
an illness. Additionally, lifelong learning involves knowing that things change, and
proactively preparing for that change.

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10
References

(2008). Advocacy and Inquiry: Key Components of Dialogue. Retrieved from

http://speakfearlessly.net/advocacy-and-inquiry-key-components-of-dialogue/
Cohen, K. R., Lee, C. M., & McIlwraith, R. (2012). The psychology of advocacy and the
advocacy of psychology. Canadian Psychology/Psychologie Canadienne, 53(3), 151-158.
doi:http://dx.doi.org/10.1037/a0027823
Gautam, K. (2001). Conceptual blockbusters: Creative idea generation techniques for health
administrators. Hospital Topics, 79(4), 19-25. Retrieved from
http://search.proquest.com/docview/214588104?accountid=28644
Ray, D. K., & Romano, N. C. (2013). Creative problem solving in GSS groups: Do creative
styles matter? Group Decision and Negotiation, 22(6), 1129-1157.
doi:http://dx.doi.org/10.1007/s10726-012-9309-3
Walters, J. (2005). Fostering a culture of deep inquiry and listening. The Journal for Quality and
Participation, 28(2), 4-7. Retrieved from
http://search.proquest.com/docview/219148009?accountid=28644
Whetten, D. A. & Cameron, K. S. (2002). Solving problems analytically and

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creatively. Developing management skills (5th ed., pp. 153-205). Upper Saddle River, NJ:
Prentice-Hall.