A Relational Scaffolding Model of Hybrid Communication Jens Meissner, Lucerne School of Business Harald Tuckermann, University of St. Gallen 3rd International Conference on Communities & Technologies Michigan, June 2007 Lucerne School of Business

A Relational Scaffolding Model of Hybrid Communication Wording: Scaffolding as a powerful metaphor (Woerner, Orlikowski, Yates, 2005) Epistemology: Relationships as sources of shared meaning and social reality (Gergen, Hosking, Dachler,…) Interest: Opposed to isolated research of Computer-mediated Communication (e.g. Griffith, Sawyer, Neele 2003)

Research Question Literature implicates that face-to-face-interaction and virtual communications are increasingly blended together. But how does that take place in practice? Which typical relational patterns in organizations occur when cooperation takes place in hybrid work settings?

Literature implicates that face-to-face-interaction and virtual communications are increasingly blended together. But how does that take place in practice?

Which typical relational patterns in organizations occur when cooperation takes place in hybrid work settings?

Theoretical perspective Communication: Reciprocal process, deeply rooted in social relationships Technology: Socially constructed, usually not-yet stabilized Both (C&T) are embedded in cultural and organizational contexts

Communication: Reciprocal process, deeply rooted in social relationships

Technology: Socially constructed, usually not-yet stabilized

Both (C&T) are embedded in cultural and organizational contexts

Relational Scaffolding Model

Findings Eight typical patterns: Social Awareness Activation of Hierarchy Committing on Ground Rules People Placements Explification Spiral Superior Orientation Communication Code of Conduct Consciousness About the Documenting Effect

Eight typical patterns:

Social Awareness

Activation of Hierarchy

Committing on Ground Rules

People Placements

Explification Spiral

Superior Orientation

Communication Code of Conduct

Consciousness About the Documenting Effect

„ Social Awareness“ A communication professional working in an insurance company, organized as a top-down hierarchy: “ [In our daily coffee breaks] we care for this interaction but they are not formal settings – they are informal talks. But we do care for business issues, too. Well, it’s a platform where we meet once or twice a day. One comes along the floor [he is pointing on the open door] - “Coffee!” and then we know now comes a phase of relaxation and to talk about things beyond the garden fence . We can deal with private issues – “my cat’s sickness” and such things. And I think, that is very important.” (Communication professional, B228)

„ Activation of Hierarchy“ A communication manager of the same company: “ For instance in Belgium: Even if you dial the direct number of anyone … you get anywhere except for the person you want to talk with. Within ten minutes this person is sick, on vacation or in a meeting. There I have to ask: Let they negate themselves or do they not know their business? When I really need information from a person I have no choice than to escalate the whole thing to the upper levels. To ask the CEO. Because I need the information for doing my work.” (Communication Manager, B138)

An HR Executive in a pharmaceuticals company, organized in a matrix organization: “ [There are] simply certain physical limitations how much you can realize the personal get-together. Either you pull all people together or – as a leader – you visit them at the site. There are definitely certain limitations and a compromise has to be found. But this also means that other rules have to be defined. We named them “groundrules”. For example, we imposed on us different groundrules depending on whether we work with video conferencing, NetMeeting or Shareweb. Especially the rules have to be changed about how we deal with issues in interpersonal communication.” (HR Executive, C147) „ Committing on Ground Rules“

An HR Executive in a pharmaceuticals company, organized in a matrix organization:

“ [There are] simply certain physical limitations how much you can realize the personal get-together. Either you pull all people together or – as a leader – you visit them at the site. There are definitely certain limitations and a compromise has to be found. But this also means that other rules have to be defined. We named them “groundrules”. For example, we imposed on us different groundrules depending on whether we work with video conferencing, NetMeeting or Shareweb. Especially the rules have to be changed about how we deal with issues in interpersonal communication.” (HR Executive, C147)

Pattern „People Placements“ “ I looked for possibilities to place my people in projects of my colleagues in other locations of the company. On first glance, most of the people said: “Why should I work on a project in Geneva when my office is in Zurich?” But it’s a fact that the efficiency is massively increased by this measure.” ( mainly company A, project oriented)

“ I looked for possibilities to place my people in projects of my colleagues in other locations of the company. On first glance, most of the people said: “Why should I work on a project in Geneva when my office is in Zurich?” But it’s a fact that the efficiency is massively increased by this measure.”

( mainly company A, project oriented)

Explification Spiral Superior Orientation Communication Code of Conduct Consciousness About the Documenting Effect of CMC (Hancock et al. 2004: Recordability) Other Patterns…

Explification Spiral

Superior Orientation

Communication Code of Conduct

Consciousness About the Documenting Effect of CMC (Hancock et al. 2004: Recordability)

Organizational Scaffolding Practices Activation of Hierarchy Superior Orientation Communication Code of Conduct V. Organizational / Cultural Context(s) Creating Consciousness About the Documenting Effect of CMC IV. Social Constructing of Technology Explification Spiral III. Technological Enabling of Communication Committing on Groundrules Communication Code of Conduct II. Shaping Relationships People Placements Social Awareness I. Contextualization of Message Content Patterns Social Processes / Influences

Activation of Hierarchy

Superior Orientation

Communication Code of Conduct

Creating Consciousness About the

Documenting Effect of CMC

Explification Spiral

Committing on Groundrules

Communication Code of Conduct

People Placements

Social Awareness

Conclusions Towards relational scaffolding in hybrid communication: CMC seems to be complementary to face-to-face communication, not substitutive In organizing people are actively and continuously balancing face-to-face-communication and CMC When CMC does not work remarkable efforts are undertaken to sustain the relationship basis

Towards relational scaffolding in hybrid communication:

CMC seems to be complementary to face-to-face communication, not substitutive

In organizing people are actively and continuously balancing face-to-face-communication and CMC

When CMC does not work remarkable efforts are undertaken to sustain the relationship basis

Conclusions Relationship Scaffolding Model proved helpful as heuristics to investigate hybrid communication The relationship dimension can be understood as an anchor point for hybrid communication Artefacts can mean different things to different social groups within the same company Elaborating on the relationship dimension leads to a clearer media use and to less misunderstandings in hybrid communication

Relationship Scaffolding Model proved helpful as heuristics to investigate hybrid communication

The relationship dimension can be understood as an anchor point for hybrid communication

Artefacts can mean different things to different social groups within the same company

Elaborating on the relationship dimension leads to a clearer media use and to less misunderstandings in hybrid communication

Thank you! This research was part of the project “Social capital in digital context (D-90)” granted by the WWZ-Forum of Basel University. Jens O. Meissner Harald Tuckermann Lucerne School of Business University of St. Gallen Institute of Management Institute of Management and Regional Economics [email_address] [email_address] Lucerne School of Business

This research was part of the project “Social capital in digital context (D-90)” granted by the WWZ-Forum of Basel University.

Jens O. Meissner Harald Tuckermann

Lucerne School of Business University of St. Gallen Institute of Management Institute of Management and Regional Economics

[email_address] [email_address]