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Communication for organisational agility

  2. Presentation at a Two-Day Workshop on Strategic Management and Organisational Performance Organised by the Alumni Association of the Kaduna Polytechnic in Association with the Tsangaya Human Resource March 17-18, 2020
  3. AGILITY *Quick, *Lively, *Alert, *Swift, and *Responsive with *Dexterity
  4. Citations on Leadership “The art of communication is the Language of Leadership” (James Humes) “It is not the distance that keeps people apart, but lack of communication” (Anderson, 2012)
  5. Citations on Communication “Communication works for those who work on it” (John Powell) “Communication must be HOT – Honest, Open and Two-ways” (Dan Oswald)
  6. Citations on Organisations “Organizations that develop effective communication processes are more likely to both have positive work environments and be more effective in achieving their objectives”. (Morley, et al. 2002:69) “Effective communications facilitates the free flow of information among employees and reduces misunderstandings and confusions” (
  8. Background • Organisations are living systems sustained by communication processes in circulatory lifeline configuration. • This paper describes, explains and stresses the importance of organisational communication. • General literature on the subject points to need for using communication to raise performance for organisational agility.
  9. Theorem • Theories driving this approach tend to construct organisations as living systems heightened activities for healthy and robust work environments. • The KPAA ExCo routinely operates on a well- established mandate, clear vision, and specific mission in providing much needed human resource asset. • The paper treats communication as a critical component in the management and execution of service delivery in a given work environment.
  11. Communication • Communication is the process of transmitting information from one person to another. • It is the act of sharing of ideas, facts, opinions, thoughts, messages or emotions to other people, in and out the organisation, with the use of the channel to create mutual understanding and confidence
  12. Role of Communication • Communication takes place between at least two persons or more, involving messages delivered, received and reacted to among participants. It is one of the most significant tools in social life and management of organisations. • Communication plays a crucial role in organizations by generating and interpreting messages between employees (Barret, 2002)
  13. Process of Communication
  14. Organisational Agility • Organisational agility applies to organizations that are active, quick and smart in responding to signs, changes and events within their internal and external environments. • Organisations need to be in good shape through a smart and sustained process of interactions among their internal components and with others in their external environments by use of communication (Lee, 1988; Mao and Quan, 2015).
  15. Organisations as Living Systems • The Communication Scholar, Lee Thayer describes organisations as living systems and explains that: • Organisations “… establish and maintain themselves through communication with their environments and among their parts …” (Thayer, 1988:2)
  17. Meaning and Practice of Organisational Communication • The ideal meaning and practice to look for in deploying communication for organisational agility go beyond the technical enhancement of performance through improved efficiency and effectiveness. • The internal actors, practitioners, participants or stakeholders of an organisation, as well as, the external forces or influences need to be considered in the equation. • Certain principles, like the 7Cs of organisational communication, exhibit the desired or ideal meaning and practice in achieving, sustaining and advancing.
  18. The 7Cs of Organisational Communication 1) Clarity - Simple and organise 2) Conciseness - Straight to the point 3) Concreteness - Specific not generalized 4) Completeness - Without missing part 5) Correctness - Fact checked 6) Courtesy - Be civil and gracious 7) Consideration - Show respect
  19. The 7Cs and Organisational Agility • The 7Cs of organisational communication also stand for means of achieving organisational agility through routine activities. • The 7Cs of organisational communication are interconnected into simple, straight, specific, wholesome, accurate, polite and empathic framework opened to individuals, teams, sections, units or directorates.
  20. The 7Cs of Effective Communication Source: science/
  21. Rising Questions • Is the KPAA ExCo characterised by networks of individuals, teams, units and sections operating in functional cycles? • Does KPAA ExCo possess and instill common purposes with it pursues with dexterity? • Is the KPAA ExCo quick, responsive and capable enough handle sudden changes in the internal or external environment?
  23. Summary • The paper sets out to describe and explain communication for organisational agility with particular reference to the KPAA ExCo. • It cites the conceptual and theoretical direction of defining and constructing organisations as living systems requiring regenerative efforts in efficient and effective communication for improved performance.
  24. Conclusion • The paper itemizes the 7Cs of communication as principles or guidelines for the ideal communication for organisational agility • It concludes with basic questions for the KPAA to determine if the Association treads on the right path.
  26. References: Ahmed, T. (2012) ‘Thinking for policy and strategy: The emergence of knowledge workers’. A Lecture Delivered to the NIPSS-PSLC Participants on June 28 in Kuru-Jos Anderson (2012) It’s not the distance that keeps people apart, it’s the lack of communication. AmyReesAnderson Blog. Retrieved from keeps-people-apart-its-a-lack-of-communication 8/2/2020 Barret, D. J. (2002) Change communication: Using strategic employee communication to facilitate major change. Communication: An International Journal, 7(4), 219 - 231. Momoh, T. (1990) ‘Communication as a management and development tool’. A Lecture Delivered to the NIPSS-SEC 12-1990 Participants on Thursday, February 15, 1990 in NIPSS, Kuru-Jos Morley, D., Shockley-Zalabak, P. and Cesaria, R. (2002) Organizational influence processes: perceptions of values, communication and effectiveness, Studies in Communication Sciences, 2, 69–104. Pettus, A. (2008) What makes the human mind? In The Harvard Magazine, Nov-Dec. Retrieved from 10/4/12 Thayer, L. (1988) Organization-communication: Emerging perspectives, Vol 2. Norwood, NJ: Ablex