Communication is the process of transmitting feelings, thoughts, and ideas in an easy to discern manner. Typically, within an organization information is conveyed, e.g. shared verbally. But in an era of technology and culture diversity, transmission of messages is an integral part of the organizational environment. Therefore, the use of emails, memos, outlined policy and procedures .e.g. revisions, meetings, facial expressions, body language, and lastly; verbalization have all been integrated in agencies. But communication continues to be a complex issue for organizations.

These complexities can be understood by, observing the game of passing a single message through a series of individuals who whisper it to another. The objective shows how messages are mis-represented, mis-interpreted, or lack consideration for the receiver. The flow of communication within my organizational lack reliability, and proved ineffective this week. It is not uncommon for the flow of organizational communication to transmit in various directions, from upward, downward and lateral.

Within my institution, the organizational communication interactions are both downward, and upward, but lack the lateral approach. Superiors communicate with subordinates, and subordinates with superiors; yet many lower level employees lack knowledge of the lateral communication approach. Author’s Katcher; & Snyder noted that, only “48% of working employees feel free to voice their opinions”. Within my organization colleagues fear speaking up out of fear of being ignored. Postmodern and feminist approaches best fit the existing organizational communication of my institution.

As an addiction specialist/intake coordinator, I am responsible for coordination of most care, e.g. interventions; along with scheduling perspective patient assessments. Being the primary provider enables me to make applicable recommendations in the interest of patient needs, and state regulations. However, the agency focus appears to be utilization retention, and not harm reduction/treatment. Suggestions e.g. solutions provided by female staff with regards to presenting organizational issues are often overlooked, but those of male counterparts are readily accepted.

The assumption for lack of employee feedback, motivation, and communication within my organization is due to poor listening skills on the part of certain supervisors. Management often complains that staff is not listening to directives; yet not realizing, that it is superiors whom are not listening. Openness to innovation and suggestions from employees to superiors is vital to the functioning of any organization. However, the hierarchical system of my organizational environment embraces McGregor theory x concept.

It is not that team members dislike their work, nor is it a result of laziness/avoidance of assigned duties. Staff prefers not to be ignored, or their ideas and suggestions disregarded because of position. For example, the suggestion to postpone intakes until January was regarded by management as avoiding work. But on the contrary, logically waiting to admit perspective patients was ideal in ensuring no lapse in treatment or services. Whereas, the newly admitted patients lack both individual, and group therapy daily support due to clinic closure. This decision proved ineffective and non-productive.

The previous stated enlist cause for relationships among groups within an organizational hierarchy evaluation, and possible effective organizational communication training. Through this observation I’ve learned that senior management see the organizational environment differently from middle/ mid-level management, and team members. The individual goals and objectives perspective are different, as each individual approach is with a different agenda. But one thing is for certain, that without organizational communication cohesion, the purpose of the agency is defeated.

Lack of organizational communication has consequences, especially when members of any team elect not to be vocal for fear of retaliation. Ignoring suggestions of everyone result in suppressed innovation, undetected organizational problems, vital information is not shared, faulty decisions are made, unproductive meetings, deterioration of interpersonal relationships both formal and informal, and decline in employee motivation.