Organisational Communication Theory
COM4807
ASSIGNMENT ONE (1)
(a) Provide a discussion on the contemporary organisational environment that
is characterised by volatility, uncertainty, complexity and ambiguity (VUCA) to
serve as contextualisation.
The current organisational environment is increasingly described by the acronym
VUCA, which stands for volatility, uncertainty, complexity, and ambiguity. This
concept reflects the challenging conditions in which organisations operate today.
Here is a breakdown of the individual components:
Volatility: the nature and dynamics of change and the nature and speed of the
forces and catalysts of change. Organisations face rapid and unexpected
changes that can come from many sources, such as economic shifts, political
upheavals, or technological advances (Baran and Woznyj, 2020).
Uncertainty: lack of predictability, the prospect of surprise, and a sense of
awareness and understanding of problems and events. As the future becomes less
and less predictable, organisations try to anticipate and plan for upcoming events
(Brodie, 2019).
Complexity: the multiplex of forces, the confusion of issues, and the chaos and
confusion that surround the organization Organisations deal with interconnected
systems where one change can have a domino effect across the entire organisation
(Cawla and Lenka, 2018).
Ambiguity: the vagueness of reality, the possibility of misreading, and the mixed
meanings of terms; confusion of cause and effect. Decision-making is more difficult
because there is often no clear cause-and-effect relationship.
Organisations operating in the VUCA world must be agile, adaptable, and ready for
rapid change (Chitranshi, 2021). They need to develop strategies that are flexible
and robust enough to handle the unpredictability and complexity of the
environment. This includes fostering a culture that is comfortable with change and
, uncertainty, investing in continuous learning and development, and taking a
proactive approach to identifying and managing risks.
Leadership in a VUCA environment also requires a new set of skills, including
the ability to:
Communicate clearly amid noise and confusion.
Understand and navigate complexity, and understand interrelated factors.
Anticipate and quickly react to unexpected changes.
Stay flexible and adaptable with the ability to switch strategies as needed.
In short, a VUCA world challenges traditional approaches to management and
leadership and requires a more dynamic, responsive, and innovative way of thinking
to thrive in the face of constant change and uncertainty. Organizations that
master the art of navigating the VUCA environment will be better positioned to seize
opportunities and achieve success (Cornelissen, 2006).
Interactive communication technologies (ICT) have revolutionized the
way organizations communicate, both internally and externally. These technologies
include a wide range of tools and platforms that facilitate real-time two-way
communication and enable more dynamic, immediate, and collaborative exchanges.
The impact of ICT on organizational communication is profound and affects not only
the speed and efficiency of information exchange but also the hierarchical structure
and cultural dynamics of organizations.
(b) Paradigmatic changes in organizational communication
Overton-De Klerk and Verwey (2013) identified several paradigmatic shifts in
strategic communication influenced by the advent of ICT. These shifts mean a
departure from traditional, linear models of communication to more complex,
interactive, and collaborative forms:
From monologue to dialogue: ICTs have shifted the communication model from a
one-way dissemination of information to a two-way dialogue. This allows for
feedback, engagement, and a more participatory form of communication where all
voices can be heard. In the past, communication within organizations was mainly
one-way, information flowed from top management to employees in a monologue
COM4807
ASSIGNMENT ONE (1)
(a) Provide a discussion on the contemporary organisational environment that
is characterised by volatility, uncertainty, complexity and ambiguity (VUCA) to
serve as contextualisation.
The current organisational environment is increasingly described by the acronym
VUCA, which stands for volatility, uncertainty, complexity, and ambiguity. This
concept reflects the challenging conditions in which organisations operate today.
Here is a breakdown of the individual components:
Volatility: the nature and dynamics of change and the nature and speed of the
forces and catalysts of change. Organisations face rapid and unexpected
changes that can come from many sources, such as economic shifts, political
upheavals, or technological advances (Baran and Woznyj, 2020).
Uncertainty: lack of predictability, the prospect of surprise, and a sense of
awareness and understanding of problems and events. As the future becomes less
and less predictable, organisations try to anticipate and plan for upcoming events
(Brodie, 2019).
Complexity: the multiplex of forces, the confusion of issues, and the chaos and
confusion that surround the organization Organisations deal with interconnected
systems where one change can have a domino effect across the entire organisation
(Cawla and Lenka, 2018).
Ambiguity: the vagueness of reality, the possibility of misreading, and the mixed
meanings of terms; confusion of cause and effect. Decision-making is more difficult
because there is often no clear cause-and-effect relationship.
Organisations operating in the VUCA world must be agile, adaptable, and ready for
rapid change (Chitranshi, 2021). They need to develop strategies that are flexible
and robust enough to handle the unpredictability and complexity of the
environment. This includes fostering a culture that is comfortable with change and
, uncertainty, investing in continuous learning and development, and taking a
proactive approach to identifying and managing risks.
Leadership in a VUCA environment also requires a new set of skills, including
the ability to:
Communicate clearly amid noise and confusion.
Understand and navigate complexity, and understand interrelated factors.
Anticipate and quickly react to unexpected changes.
Stay flexible and adaptable with the ability to switch strategies as needed.
In short, a VUCA world challenges traditional approaches to management and
leadership and requires a more dynamic, responsive, and innovative way of thinking
to thrive in the face of constant change and uncertainty. Organizations that
master the art of navigating the VUCA environment will be better positioned to seize
opportunities and achieve success (Cornelissen, 2006).
Interactive communication technologies (ICT) have revolutionized the
way organizations communicate, both internally and externally. These technologies
include a wide range of tools and platforms that facilitate real-time two-way
communication and enable more dynamic, immediate, and collaborative exchanges.
The impact of ICT on organizational communication is profound and affects not only
the speed and efficiency of information exchange but also the hierarchical structure
and cultural dynamics of organizations.
(b) Paradigmatic changes in organizational communication
Overton-De Klerk and Verwey (2013) identified several paradigmatic shifts in
strategic communication influenced by the advent of ICT. These shifts mean a
departure from traditional, linear models of communication to more complex,
interactive, and collaborative forms:
From monologue to dialogue: ICTs have shifted the communication model from a
one-way dissemination of information to a two-way dialogue. This allows for
feedback, engagement, and a more participatory form of communication where all
voices can be heard. In the past, communication within organizations was mainly
one-way, information flowed from top management to employees in a monologue
