Introduction to

Administrative
Communication

Karen J. Cusi, PhD

“Administrative communication is any communication intended to
facilitate the management of an organized group. An administrative
communication may be originated to tell somebody something, or to

predispose someone toward an action or attitude ”

--Lee Thayer, 1961
“Communication to be considered administrative, therefore, has
impact on the process (means) and/or goals (ends) of
administration. Impact appears to be the most useful variable for
identifying what falls within the scope of administrative

communication ”
--Garnett
“Although administrative communication is essentially internal to
the organization that prescribes it, there are instances where
administrative communications overflow the organizational

borders ”-Redfield
“Administrative communication cannot realistically be bounded
by organizational borders. Administrators in all fields increasingly
discover that their work and their communication about that work

supersedes organizational boundaries ”-Garnett

 Strategic Communications.
What is it? Why bother?
• Strategizing about how to communicate with
identified audiences to get a desired outcome:
– needs of / impacts on your community
– Your centre gives voice to your community when their voice is
shut out by power structures of our society

– good work of your centre – your reputation

– Reputation impacts on – funding, member/staff/volunteer
recruitment, partnerships, influence with decision makers
 Benefit of planning / being strategic

• Focus your activities to greatest effect

• Ensure good use of limited resources
• Integrate into your day to day work
• “singing off the same song sheet”
• Creative thinking to old challenges
• Achieve results for your community
You strategize to overcome barriers

Ricky W.Griffin, Management

 Managing Conflict Through
Communication, Chan & Abigail

Conflict
• Is inevitable as relationships grow, become closer, more personal,
and more interdependent.
• More conflict occurs when trivial complaints become more
significant, and feelings are more intense.
• A conflict has a sense of urgency and needs effective management
sooner rather than later. Conflict also holds a sense of dread as it
has been mishandled in the past.
• Non-verbal messages can adversely affect relationships (glaring &
silent treatment).
• One person acting competently and using good communication skills
cannot end a conflict alone.
 Managing Conflict Through
Communication, Chan & Abigail

Interpersonal conflict
4 unique characteristics:
1. conflicting parties are interdependent;

2. perception that the seek incompatible goals or outcome or favor

incompatible means to the same ends;

3.percieved incompatibility has potential to adversely affect the relationship

if not addressed;

4. there is a sense of urgency to resolve the difference

Problematic situations
partners perceive they seek different outcomes or favor different means to
the same ends
 Managing Conflict Through
Communication, Chan & Abigail

Interdependence

occurs when those involved characterize the relationship as

continuous and important, worth the effort to maintain. **
interpersonal conflicts occur with people that are important to us
and whom we expect to continue seeking or working with in the
future.
 Managing Conflict Through
Communication, Chan & Abigail

Incompatible goals

occur when we seek different outcomes; we want to

achieve the same goal but differ on how to achieve it.
 Managing Conflict Through
Communication, Chan & Abigail

Conflict management =Communication behavior + skills.

The communication behavior we employ based on our analysis of a

conflict situation.

Alternative ways including resolution or avoiding.

1. Choices to make in a conflict situation on how to communicate.

Analyze it with a meta-conflict perspective.
 Managing Conflict Through
Communication, Chan & Abigail

Conflict resolution
Conflict management refers to only one alternative where parties solve
a problem or issue and expect it to not arise again.

Meta-conflict perspective look back on conflicts experienced and

analyze what was done well and poorly = learn from mistakes.
 Managing Conflict Through
Communication, Chan & Abigail

Recognize Communication
-not saying what is on the mind but something that is done
WITH another person. Stop, think, listen.

Prelude to conflict variables that make conflict possible

between parties.
1. participants in conflict situation (#, age, sex).
2. relationship (closeness and power distribution) and
conflict history.
3. interested parties to conflict.
4. physical and social environment (party, meeting,
family or friends).
 Managing Conflict Through
Communication, Chan & Abigail

Trigger event
Behavior that recognized as the "beginning" of the problem.
Parties do not agree on the trigger behavior.

Stimulus - issue, problem, or focal point.

Experience the same problem but trigger can be different.
Discovering that there are two triggers simultaneously is good meta-conflict
analysis.

Initiation phase
Conflict becomes overt. Prelude phase sets the stage by identifying the
people, place, and time of conflict.
One person makes it known that a conflict exists.
 Managing Conflict Through
Communication, Chan & Abigail

Differentiation phase
ongoing interaction pattern in conflict communication occurs.
Participants use constructs, destructive strategies and tactics.
Present both sides of the story, move back and fourth.

Escalate and de-escalate

May be short or long term and the conflict is obvious.
* useful purpose allowing both parties to explain how the situation
is seen giving rise to conflict and desired outcome.
 Managing Conflict Through
Communication, Chan & Abigail

Resolution phase
Parties come to a mutually satisfactory agreement or outcome.

Successful resolution reinforces positive thinking about the

conflict.

Future conflicts are not dreadful - lessons learned.

 Managing Conflict Through
Communication, Chan & Abigail

Dysfunctional & destructive communication

1. Excited and heated communication = partners disengage.
2. Appeasing is disastrous
3. Nonverbal behavior (disgust or miserable smile) predict break ups

Destructive conflict
• not managing conflict in a mutually satisfactory way and doing harm to the
relationship.
• Lose sight of goals
• Hostility-mismanaged conflict becomes a regular part of the interaction.
• Expands and escalates to the point that it is becomes separated from the
cause.
• Increases in issues, number of people, costs, intensity of negative feelings.
Heavy reliance on overt power and manipulative techniques.
 Managing Conflict Through
Communication, Chan & Abigail

Productive conflict
conflict is kept to the issue and those involved.

No escalation and no loss of control

Negative view of conflict

People want to avoid admitting they have conflicts.

Conflicts are painful occurrences

Hinders people from learning how to manage conflicts

 Managing Conflict Through
Communication, Chan & Abigail

Positive view of conflict

does not view conflict negatively but as an opportunity to resolve
problems and improve relationships with people that mean the most in
the situation.

Adopt a mindset that conflict is opportunity while recognizing risks.

Recognize personal responsibility.

Encourage flexibility.

Communication is not a miracle worker but an aide.

Rejects easy solutions and recognizes complexity.

 Managing Conflict Through
Communication, Chan & Abigail

Positive view of conflict

does not view conflict negatively but as an opportunity to resolve
problems and improve relationships with people that mean the most in
the situation.

Adopt a mindset that conflict is opportunity while recognizing risks.

Recognize personal responsibility.

Encourage flexibility.

Communication is not a miracle worker but an aide.

Rejects easy solutions and recognizes complexity.

 Managing Conflict Through
Communication, Chan & Abigail

Civility
attitude of respect manifested in behavior towards them.
Mindful of others and aware of behavior impacts.

1. Use no words when caught in an unexpected and emotionally

charged situation.
2. Respectful words.
3. Respect reality of the situation, choosing temperature and accurate
words, not inflammatory when describing and commenting on ideas,
issues, or persons.
4. Objective, nondiscriminatory language.
5. Respect listeners with clean language.
 Managing Conflict Through
Communication, Chan & Abigail

Conflict management communication

Behavior employed based on analysis of situation.

Productive management includes flexibility and believing all

parties can achieve goals.
 TRANSFORMATIONAL LEADERSHIP

"Managers tend to adopt more transactional

styles whereas leaders are more inclined to
be creative, inspiring and transformational in
their behavior and outlook.”

(Zaleznik, 1992)
 TRANSFORMATIONAL LEADERSHIP

Definition

Transformational leadership "portrays leaders as charismatic

or visionary individuals who seek to overturn the status quo
and bring about radical change. Such leaders use the force
of their personality to motivate followers to identify with the
leader's vision and to sacrifice their self-interest in favor of
that of the group or organization"

(Burnes, 2009).
TRANSFORMATIONAL LEADERSHIP
 TRANSFORMATIONAL LEADERSHIP

Bernard M. Bass later developed the concept of transformational

leadership further. According his 1985 book, "Leadership and
Performance Beyond Expectations," this kind of leader:
•Is a model of integrity and fairness.
•Sets clear goals.
•Has high expectations.
•Encourages others.
•Provides support and recognition.
•Stirs the emotions of people.
•Gets people to look beyond their self-interest.
•Inspires people to reach for the improbable.
 Assignment for Session 3

For Reading: Transformational Leadership and Communication:

Barack Obama Case Study

Develop a narrative relating a similar case, where the elements

of transformational leadership and communication worked for
the success or the achievement of the goals of program/project.
You may draw out from personal experience, otherwise choose
any case that occurred in the government setting.
Thank You