12A. Attention, Please!
[Microsoft vice president Linda] Stone is a creative thinker who has coined the term continuous partial attention to describe the way we cope with the barrage of communication coming at us. It's not the same as multitasking, Stone says; that's about trying to accomplish several things at once. With continuous partial attention, we're scanning incoming alerts for the best thing to seize upon: "How can I tune in in a way that helps me sync up with the most interesting, or important, opportunity?"

Jill Hecht Maxwell, "Stop the Net, I Want to Get Off," Inc., 24 (January 2002): 93.

Question: What are the pros and cons of this technique relative to communicating in the workplace?

For further information about the interactive annotations in this chapter, visit our Web site /business/kreitner/management/9e/students/annotations.

Author Notes 12-A: Attention, Please! Let's see, how far back do you want to go? Shall we start with the pre-cable television years, when the three networks reigned supreme, and the new fall shows were the primary topic of discussion at almost every office the next morning? How about going back to the time when radio or records were the primary source of entertainment--with Fibber McGee and Molly and the notorious closet that spilled everything every time you opened the door. (Ask your mother--no, your grandmother--about it.) How about when the primary source for news was newspapers, and people would hang around the newspaper office in times of war to await the daily casualty list, hoping to see no one they knew. Can we move back farther, to where the high technology of the Pony Express was shortly replaced by the even higher technology of the telegraph. There are two primary differences about how we receive communications today as opposed to years ago. One is how fast the communication happens. At one time it would take months for news to travel across the country. Now, information moves so fast that on September 11, 2002, many people saw the World Trade Center towers fall as it happened. At one time there was one source for outside communication, maybe two. Now, just in our homes we can have hundreds of communication sources, between all the channels on television and radio, and the multiple options on the Internet, not to mention phones, faxes, and even the knock on the front door. Given all the communication sources and approaches and options, scanning seems like the only way to absorb and process it--sort of a speed-reading approach to all communication. This is not a bad thing. The more we sort through, the broader perspective and information base we have to make decisions about our work and our lives. However, if a good friend asks your advice about a problem, find it in you to tune all the other channels out, and do better than a scan. Because sometimes speed reading means that you capture the highlights and miss what's really important.

12B. Back to the Opening Case
What lessons did Sweden's Lars Nyberg learn about business communication and media selection in the United States?

Author Notes 12-B: Back to the Opening Case The communication expectations were higher for him in the United States than in Sweden, both in terms of eloquence, and the ability to handle different types of media. Things such as appearing on CNN and making company videos are an expected part of the responsibilities of top managers, but for Lars, they were totally new.

12C. You Want the Truth?
Employees often say they wish the organization would demonstrate "open and honest" communication. But because of the inherent unpredictability of interpersonal confrontation, they, themselves, avoid telling the truth, ducking personal responsibility for the change they advocate. Those who want to build an open and honest atmosphere should first take the emotional risk of telling the truth themselves.

Bill Treasurer, "How Risk-Taking Really Works," Training, 37 (January 2000): 44.

Questions: Do you agree or disagree? Why? Is it appropriate to call lying "noise" in the communication process? How much lying do you observe on a daily basis? Explain.

Author Notes 12-C: You Want the Truth? Many people and organizations have a culture of staying quiet about problems rather than risk "making waves." In the workplace, in relationships, and in everyday life, this makes for an environment that is actually less comfortable than one where the truth is told. In addition, problems--particularly people problems--generally don't go away when you ignore them. They often grow. For those people who keep silent, by the time the problem has grown to the point where they can't keep silent, anger is often a big part of the message. This omission of risk, or even lying about a situation rather than risking a confrontation, is communication noise because there is no integrity in your communications. Even saying "have a nice day" to someone who is driving you crazy can be lying, because you may really want them to have a lousy day, since they ruined yours. Whether in the workplace or in your personal life, telling the truth can sometimes be hard. It takes courage to let someone know when he or she is causing problems. But if you don't, you're lying on a regular basis, and that relationship has the potential to be source of pain and discomfort. But fixing the situation can sometimes seem overwhelming. To help you, here are a few of the questions you may want to ask yourself before you confront a person with something he or she may not want to hear: Is the problem any of your business? If it doesn't affect you directly, leave it alone. Is the problem temporary? If the person is leaving in a month, you can leave it alone. Does the problem cause damage? If it is hurting others or the organization, it's important enough to tackle. Is the problem solvable by that person? If not, have a plan in place before you talk to the person. Are your motives pure? Are you concerned and want to help, concerned about something that has a direct impact on you, or just finding a way to make someone feel bad? Question yourself before you confront others. Where are your emotions? Are you angry? Frustrated? Find a way to neutralize those emotions in your approach. For example, although you can acknowledge that the situation often leaves you angry, don't raise your voice. If you can't keep your cool, wait until you can. What's the best way to approach the problem and the person? Is this someone who appreciates the direct approach or do you start with a cup of coffee and a conversation? Figure out a strategy. What end result do you want? Figure out what you're asking for, and ask for it. What's the good news? Find something to compliment or thank the person for at the same time--sweeten the bitter with a little comfort.

12D. Back to the Opening Case
Which communication strategies are evident in the NCR case? Explain. Were they used appropriately? Explain.

Author Notes 12-D: Back to the Opening Case Certainly Withhold & Uphold was used on Lars Nyberg before he took the position. He wasn't even informed about the spin-off of the division he had been hired to run, let alone how much trouble NCR was experiencing. Nyberg also seems to be expected to use communication strategies that may vary between Tell & Sell at the best and Spray & Pray at the worst.

12E. Have You Heard About the Rumor Formula?
Uncertainty + Anxiety = Rumors

Inspired by discussion in Nicholas Difonzo, Prashant Bordia, and Ralph L. Rosnow, "Reining in Rumors," Organizational Dynamics, 23 (Summer 1994): 47-62.

Questions: What does this formula tell you about how organizational grapevine rumors get started? What does it suggest managers can do to avoid destructive rumors?

Author Notes 12-E: Have You Heard About the Rumor Formula? One of my clients, during a period of severe layoffs, had rumor boards posted all over the halls. Employees could post rumors they had heard, or responses to rumors. Top management would post their responses--not fancy memos, but simple answers. Did it help the situation? I don't know for sure, but I believe it did. Rumors are more often rife when a company is having problems than if everything is going well. Often, the need to be "in the know" springs from two issues: feeling a loss of control and losing trust in those with authority. In this type of situation, rumors make people feel like they have some kind of handle on a difficult situation. A reputation for clear and honest communication can do a lot to enhance management's credibility when responding to rumors.

12F. Is This a Joke?
Research finding: "A little corporate horseplay goes right to the bottom line. A gag to take the edge off a busted project, a funny story to bring people around to your point of view, a good laugh--any and all relieve stress, fuel creativity, and contribute to better performance.... In short, good managers are funny managers."

"Get Funny, Make Money," Training, 33 (July 1996): 14-15.

Questions: Do you believe that managers should try to be funny? Explain. What sort of humorous communication should managers not use in today's organizations?

Author Notes 12-F: Is This a Joke? Are you naturally funny? Some people are natural joke tellers; others tell humorous stories about various events in their lives. Other people may use words in an amusing way. Then there are those who are pros at the quick witty response in almost any situation. The key to using humor well is to discover where your talent lies and focus on that. If you can't tell a joke, don't try. If the quick responses you think are witty tend to fall flat or, worse, lead to hurt feelings, stop them. And if you can't be funny, at least learn to respond positively to humor in others. Sometimes you can get a great deal of mileage out of just being a good sport. Humor can be risky in a work environment. Humor is used by some people to (poorly) disguise hostility. Those people who find themselves stating regularly, "I was only kidding," need to look closer at their approach to humor--it's probably not appropriate. Also, humor that is sexual or specific to gender, religion, or minority groups can create discomfort or problems. It's best to avoid it altogether, no matter how funny it may seem to you. By the way, have you heard this one? A priest, a minister, and a rabbi went fishing together, and . . . (censored).

12G. Fair Play with Employee Suggestions
Situation: Jodie Kavanagh, a paint shop employee at one of Honda's Ohio facilities, suggested a design modification in the bumpers of the Honda Civic to reduce painting time. She persisted and prevailed, after an initial disappointing response. "Honda's annual savings: $1.2 million in the U.S. alone."

Edith Hill Updike and David Woodruff, "Honda's Civic Lesson," Business Week (September 18, 1995): 76.

Questions: What would be a fair reward for Jodie? What are the implications of your decision for Jodie's coworkers?

Author Notes 12-G: Fair Play with Employee Suggestions My estimate of a fair reward would be from 10 percent to 15 percent of the annual savings from a suggestion. For Jodie, that could mean enough money to retire a bit early. Instead of letting her retire--maybe they need to move her around the plant, so that she can turn her eye for saving money through design modification to other areas of the operation. In terms of Jodie's coworkers, rewarding her well will encourage others to discover money-saving ideas. If she only receives a token recognition for her discovery, that could lead to others not bothering to give good suggestions, because the reward is perceived as unfairly small. Of course, there's the ever-present risk of coworker envy and jealousy if Jodie is rewarded handsomely. As with most aspects of managing, balance needs to be achieved.

12H. Watch Your #@~*&$% Language!
While the latitude of acceptable language varies across companies, managers should know that there are legal implications to cursing in the workplace. Anna Segobia Masters, chair of the labor and employment practice at McKenna and Cuneo LLP, Los Angeles, says that profane words uttered in the context of sex, race, age, or religion could be considered a form of harassment. If left unchecked, such language could be the basis of an employee complaint about a hostile work environment....

To minimize the risks of lawsuits, Masters suggests creating a written policy stating that harassment can be verbal and establishing procedures for employees who want to seek corrective action.

Excerpted from Louisa Wah, "Profanity in the Workplace," Management Review, 88 (June 1999): 8.

Questions: Do you hear more profanity in the workplace today? Is it a problem? Does it create a hostile work environment? Explain.

Author Notes 12-H: Watch Your #@~&*$% Language! In my experience, profanity is often a matter of environment. In some of my jobs, profanity was an acceptable part of the process. No one thought anything about it. In other places, even a commonly used one-word epithet could stop conversation. Profanity is an odd thing. It is really a totally unnecessary part of anyone's vocabulary, and I have never heard of someone thinking less of a person for not using it. However, there can be serious repercussions to using the wrong curse word at the wrong time or in the wrong place. I consider it a bad habit and lazy from the standpoint of vocabulary--there are many words and phrases that are as effective or more effective that don't create the same potential problems and emotional backlash. My basic philosophy is, if it can create problems, why do it? There are enough potential pitfalls in the world without digging your own.

12I. Proper Supervision or Questionable "Snoopervision" for Telecommuters?
A sampling of new technologies:

• Block Internet sites.
  
  Employers may restrict remote workers from visiting Web sites devoted to non-business topics, such as shopping.
  
  
• Monitor where remote workers go online.
  
  Employees working remotely who connect through company servers may find their Web surfing monitored. Companies can compile a profile on each user based on where they're going online.
  
  
• Read employees' e-mail.
  
  Employers in many cases can read e-mail containing certain words ....
  
  
• Count keystrokes.
  
  Companies that have large numbers of customer-service representatives working at home are using technology that allows them to measure keystrokes to ensure work is actually being done.
  
  

Excerpted from Stephanie Armour, "More Bosses Keep Tabs on Telecommuters," USA Today (July 24, 2001): 1B.

Questions: Is privacy an issue here? Explain. Is this good management practice? Explain. Does this make you more or less likely to want to telecommute at least three or four days a month? Explain.

Author Notes 12-I: Proper Supervision or Questionable "Snoopervision" for Telecommuters? Do these companies have the same checks on their employees who are working in the workplace? If so, I don't have a problem with it. But the assumption--implied here--that people who telecommute are more likely to waste time is unreasonable. Anyone who has spent time in an office, with the conversations, birthday parties, breaks, and even waste-of-time meetings knows that the potential for productivity can increase at home without all those distractions. People react differently to working at home, and you can't be sure how you will do with it until you try it. If telecommuting is an option for you, I would recommend trying it temporarily before committing to any type of permanent arrangement. I have an office about 10 minutes from my home, and I have a home office. I find I get more work done at home--where several of my chatty co-workers aren't there to tell me about their latest adventures with the kids or dating challenges. My primary distraction during the day--my black lab Omni--is not very conversational.

12J. Do You Have the "Write" Stuff?
In a survey of college professors, 81 percent rated high school graduates only "fair" or "poor" on writing clearly. Seventy-eight percent were rated only "fair" or "poor" in grammar/spelling.

Data from "Much to Learn, Professors Say," USA Today (July 5, 2001): 8D.

Questions: Should this be a matter of concern for managers in the Internet age? Explain.

Author Notes 12-J: Do You Have the "Write" Stuff? Language is one of the most powerful tools humans have. With e-mail, people are writing more than ever before. Although graphics are part of the Internet, text is also a critical part of the communication process. Faulty written communications--no matter what the media--can cause inefficiencies, misunderstandings, and unnecessary conflicts. If you write well, you have an automatic advantage. Unfortunately, today's school systems focus on quick facts rather than detailed explanations, and most people don't get the training in writing that's needed to get good at it. If you aren't satisfied with your writing, fix it. Start a personal journal, get people who know how to write to edit your letters and memos, and learn from their corrections. Above all, write, because in writing, practice does make perfect (or, at least, much better).