Every organization must effectively handle situations of communication failures, no matter what kind of services, products, or industry type it represents. The facts illustrate that companies do not operate in a vacuum, and good communication is key to the successful function of an organization. But what happens when things go wrong? W. Charles Redding is commonly acknowledged truly understanding the concept of ‘organizational communications.’ Zaremba (2010) quotes “In every instance of organizational malaise that comes to mind, at some time and in some way, human communication behavior has been significantly involved. Indeed there are scholars which have persuasively made the case that a communication failure is at least one of the basic sources underlying every organizational failure” (p. 5). The task and purpose of this paper provides an analysis of Case 10.1, or ‘The Nuance Group’ crisis problem, based upon the book’s content. The approach of this discussion, assumes the writer of this examination, to be the Communication Director of Nuance who shall devise a crisis communication plan-of-action. Herein shall be explained how the crisis informs an understanding about The Nuance Group culture and its ethics, in terms of the organization’s standards of communications. Coverage of Part 1 entails this section of the investigation. Part 2 lists the image process and restoration approaches. Also included in the second section is a description of the first 48-hour steps of pro-active communication steps taken, which communicate with key audiences. The solution appends and explains reasons for implementation. The message delivers highlights, and conveys reasons why the action was imposed, in the first place.
Part 1
The situation of The Nuance Group, Case 10.1 in the book represents a bit of unusual circumstance in how the company became exposed to an unethical misrepresentation. Randy, a member of the Dorfman company recognized Jack Patten as a liar. He lied about his Ivy League school qualifications. Zaremba (2010) relates how Ms. Charlene Dorfman “had immediately eliminated” all consideration of Nuance as a consulting firm choice (p. 233). The reason why the situation is such a severe crisis in ethical communication is that The Nuance Group sent out thousands of brochures, hoping to recruit new clients. In other words, the organization has been maximally exposed, and it may easily appear as if Nuance misrepresented its consultants’ qualifications purposely, while seeking to trick future clients about the reliability of expertise of the company. Jack Patten placed Nuance in a very bad situation. However, the most disturbing part is Patten’s attitude toward the situation. His boss confronted him after the discovery.
Patten did not seem to care much about his actions. His episode of lying prompted the organization’s exposure to scrutiny. Patten neither appeared inordinately concerned about the following: (a) what he had done, (b) the ethical implications, (c) any punishments rendered, or (d) resulting damages to the company. Patten’s boss was unaware of his falsehoods. Patten was a dishonest consultant. He lied about his qualifications, in terms of his educational affiliations. Patten’s boss angrily stated “You put someone else’s foot forward” as Zaremba (2010) records it (p. 233). The chief reason this unethical communication is so serious is due to the role communication plays within an organization. You cannot separate the quality, efforts, and impact of communication upon an organization. Falsehoods in organizational communications can destroy a company, bringing it to its knees, and causing great embarrassment for all associated with it. The famous Enron case exemplifies the seriousness of such a fallout.
The idea to keep in mind is how theory connects to practice. When you think of communication as a pervasive activity, managers may better grasp ways to prevent them from happening in the first place or intervene when crises do arise. Zaremba (2010) notes “Communication is an activity that nearly all organizational members are engaged in almost continuously” (p. 6). You can think of communication as flowing throughout the organization as if it were its lifeblood, an essential functional glue holding everything altogether. The crisis at Nuance reflects a couple of key ingredients occurring at the organization. First, the crisis proves that the Human Resources department at The Nuance Group does not actively, nor, screen its consultants’ qualifications. Also, their standards of communications failed to double-check all the information in the brochures to assure that all claims were accurate and true. The culture was too loose in its operations, taking for granted consultants were above reproach. The organizational culture failed to communicate to all participants about how important interdependence is, in terms of its function. And ethical communications lie at the heart of it all.
As Zaremba discusses all these things in the book. He indicates that communications, in the context of ethical and cultural considerations, must involve appropriate uses. Different forms of communications are important. Printed or electronic mail holds sensitivity. There exist diversity differences, too. But internal organizational gossip, or non-compliance with updating the company website can be a problem. In Chapter 3, the discussion regarding ‘cultural theory’ while framing a comparison between those of the functionalists versus the interpretivists points of view. Either way, both perceptions agree, notes Zaremba (2010) “that organizational culture can affect organizational success” (p. 67). As acting Communication Director of Nuance, the following restoration approach employs a prescriptive to help remedy the situation. The damage exposes weaknesses.
Part 2
First, two mandatory meetings will be called requiring all managerial stakeholders to be present. The announcement of the meeting and mandatory status shall take the form of an email, text message, or hardcopy delivery. No exceptions shall be granted to miss a meeting. Chapter 5 points out uncertainty and equivocality. These concepts need a controlling framework. The ideology demands reasonable, ethical communication schemes which allow all company participants to be confident about what the product or services render, in relation to their roles. In the case of Nuance, the boat had sunk even before arriving upon the shores of giving an effective sales presentation. The title of the second emergency meeting shall be ‘No Excuses – No Apologies.’ It is important to recognize stakeholder theory, and the restoration theory. The first meeting requires all departmental heads to meet. Zaremba (2010) suggests that it is a good idea to form the establishment of a “crisis communication team,” which is comprised of a “diverse membership” of “experience, expertise, and culture” to help block the situation from ever occurring again (p. 239). Since the crisis involves economic and reputational consequences all internal stakeholders, including top executives from the first meeting, shall be in attendance. Thinking about an initial 48-hour response and plan of action is pertinent. A solid plan works toward the best image restoration approach.
The following recommendations deal with communication to key audiences.
(1) An announcement will establish the nature of all future communications. Emails will communicate future consultant-client match assignment, as well as weekly roundtable meetings.
(2) Weekly roundtable meetings demand complete honesty, including complaints, compliments, and suggestions how company reputation could be better.
(3) Updated informational brochures creates new expectations about the company; all consultants will be required to submit proof of their academic credentials to the office by the following week.
(4) During the immediate crisis period, top internal committee stakeholders shall discuss hiring practices. A new HR Assistance Manager shall verify all new employee claims with proof. The claims document the information on file and in written form. Verifications must include both professional and academic designations.
(5) Jack Patten receives a reprimanded warning. He shall incur a suspension from his job, for a period of five days. The action gives him time to think about the serious repercussions he has cost the company; upon his return, he shall be required to show proof of his true credentials.
As part of the image restoration theory and practice implementation, new internal literature shall be created to instill the importance of ethical behavior at all levels of communications in the organization. As part of the new operational movement, The Nuance Group leadership will investigate the creation of a new brochure which includes a printed section on ethics. This section of the brochure will assure prospective clients that each Nuance consultant has earned his or her legitimacy, in terms of their respective credentials. In this way, legitimacy, credibility, and organizational ethics communications may be maintained and curb inconsistencies. Zaremba (2010) explains “The word stability is another term used in crisis communication studies” (p. 245). Zaremba (2010) also states “If crises are a ‘stable’ phenomenon, then an organization can lose legitimacy” (p. 245). Although losing credibility from sending out the first 50,000 batches of Nuance brochures had a potential to hurt the consulting company’s reputation, there certainly were no deaths involved. Unlike NASA, whose organizational blunders in communication resulted in crises leading to the deaths of astronauts and destruction of their aerospace rocketships.
The image restoration theory and practices outlined above initially serves to attack the problem head on. It is much better to face the problems squarely in the face, rather than let open wounds fester to become prey to external entities that accuse the organization of attempting to hide its weaknesses. Although no monetary damages resulted from Jack Patten’s dishonesty and lies about his Ivy League college association, a corrective action must be taken – particularly since a myriad of brochures traveled to prospective clients. Obviously, there could be other former classmates of Patten, who also recognize the man’s misrepresentations, further damaging the organization’s credibility and reputation. Such corrective action must involve both internal and external stakeholders. Zaremba (2010) demonstrates this point when he states “Organizations employ the restoration strategy called corrective action when they explain to stakeholders what they are doing or will do to ensure that such a crisis never occurs again,” (p. 246). Zaremba (2010) emphasizes the need for “a new policy for evaluating prospective employees” (p. 246). As the Communication Director of Nuance, this is the reason Jack Patten will be disciplined yet allowed to keep his job.
In conclusion, as Communication Director of Nuance despite any personal embarrassment felt, it would be my duty to call upon Charlene Dorfman to offer an apology about the misrepresentation and that the company has since implemented stricter policies to screen employees, in terms of double-checking their claims with proof. In this way, Ms. Dorfman while not choosing to use The Nuance Group, would at least have a personal and professional apology from the organizational leadership. Since consulting is such a specialized business niche, chances are they will meet again under other circumstances.
References
Zaremba, A.J. (2010). Organizational communication (3rd ed.). New York: Oxford
