Final paper

RunningHead:ALTERNATIVETO EVERYDAYCONFERENCECALLS 1
Information Download:
Alternatives to the Everyday Conference Call
Breanne Willems
Bellevue University

Executive Summary
At Old Navy, specifically in the Omaha market, effective and engaging communication
problems exist. The Omaha market is comprised of 15 stores in three states and 10 cities. As a
result of the geographic challenges, the Omaha market’s store managers and market leader often
only meet face-to-face quarterly. Additionally, market leaders challenged by geography are
sometimes unable to visit their assigned stores no more than once per month. The infrequency of
face-to-face time between store managers and market leaders allows for a communication break-
down. Often times what is intended to be open dialogue, or two-way conversations, turns into
top-down information download via email or conference calls.
Conference calls often become the primary means of communicating a message from the
top-down as well as the primary means of communication between business partners who are
geographically unable to communicate in person. To solve for ineffective communication via
conference calls one must identify what the communication is lacking or the barriers to effective
communication. Communication may be lacking adequate face time/virtual interaction, adequate
preparation, or effective rebuttals.
Following the identification of barriers to effective communication, options that allow for
increased engagement include: leadership communication and control, shifting control to the
group, education/preparation, setting guidelines, and limiting distractions. Through setting
guidelines and limiting distractions, video conferencing may reveal itself as solution through
which multitasking and disengagement can be decreased.
However, while video conferencing may solve for the lack of face-time between group
members, Old Navy does not currently have the technology to support video conferencing
between store managers. As a suitable alternative, it will be suggested that the Omaha market

utilizes individual small group calls which allow for increased engagement in communication
and also fosters an environment of open dialogue vs information download. Finally, for best
results groups should work towards fostering an environment of trust and cohesion through
Tuckman’s norming phase of group development.

Information Download:
Alternatives to the Everyday Conference Call
Introduction
Often, in organizations, conference calls become the primary means of communicating a
message from the top-down as well as the primary means of communication between business
partners who are geographically unable to communicate in person. It has been stated that,
“effective communication in an organization increases productivity, decreases employee
turnover and improves office atmosphere” (Holt, n.d., paragraph 1). As a primary means of
communication, conference calls must provide employees with communication that is “regular,
timely, honest, clear, interactive and easy to understand with the opportunity for two way
communication…” (Bull and Brown, p. 138). Top-down communication can be irregular,
unclear, and lacking the opportunity for two way communication.
Old Navy, specifically the Omaha market, is one organization in which the above stated
communication problem exists. Old Navy is a retailor providing clothing and accessories for
men, women, children, and babies. Old Navy operates approximately 1,100 stores in the United
States. Those 1,100 stores are separated into groups of 15-25 stores called markets. Each store is
led by a store manager, and each market is led by a market leader. Outside of major metropolitan
areas, markets are very spread out, geographically. For example, the Omaha market is comprised
of 15 stores in three states and 10 cities.
As a result of the geographic challenges, the Omaha market’s store managers and market
leader often only meet face-to-face quarterly. Additionally, market leaders challenged by
geography are sometimes unable to visit their assigned stores no more than once per month. The
infrequency of face-to-face time between store managers and market leaders allows for a

communication break-down. Often times what is intended to be open dialogue, or two-way
conversation, turns into top-down information download via email or conference calls.
While many types of organizations may experience similar “information download”
problems during conference calls, different organizations provide different abilities and
limitations in terms of technology, capacity, and capabilities in which they are able to
communicate with their employees. As a result, the content of this paper will conclude
specifically with a solution that takes into consideration Old Navy’s real time technological
capabilities and specifically focusing on the Omaha market. This paper will also attempt to
eliminate the hazards of top-down communication through the examination of the path to
effectiveness within conference calls. By investigating the effectiveness of conference calls
within an organization, the goal will be to introduce virtual communication, identify barriers to
effective communication, and research options or alternatives that will allow for increased
engagement in communication and also foster an environment of open dialogue vs information
download.
Background/Problem
Virtual communication focuses on both the use of technology as a means for
communication as well as on the concept of interactional space (Wasson, 2006). When face-to-
face meetings are not an option, organizations have turned to technology as a substitute for face-
to-face interactional space. Sias, Pedersen, Gallagher, and Kopaneva point out that
“communication technologies such as the Internet, e-mail, cell phones, teleconferencing, and
other forms of information communication technologies (ICTs) have dramatically altered
organizational communication practices” (Sias, et al, 2012, p. 253). Due to the virtual nature of
communication, the concept of interactional space must be redefined.

Wasson defined “interactional space” as the context within which the participants in an
interaction are co-present to each other (Wasson, 2006, p. 108). When co-workers’ co-presence
exists virtually, the space in which they work is changed. Face-to-face interactions are limited,
making it necessary for the communication “medium and message” to be precise and for
employees to be self-reliant and self-motivated (Snell, 1994). Without clarity in the
communication and without personal or group accountability, the communication may remain
ineffective.
Barriers to effective communication
To solve for ineffective communication one must identify what the communication is
lacking or the barriers to effective communication. “Face time” is the first piece an ineffective
communication method or message may lack. Conference calls, rely upon “virtual interaction”
(Wasson, 2006, p.110) without the accountability of seeing those with whom the other is
communicating. Wasson goes on to point out that in a virtual interaction, “team members have a
complete visual involvement shield that they can switch on or off according to their wishes, by
muting and unmuting their telephone” (Wasson, 2006, p. 110). A lack of face time could also
lead to misinterpretations of the sender’s message or tone (Weisman, n.d.). Finally, without the
accountability of face time, communication receivers may be tempted to multi-task while on a
call. Multi-tasking while on a conference call, may be deemed resourceful. However, if the
second or third task is deemed more important than the call, the act of multi-tasking could
actually “fosters disrespect and low trust in organizations” (Weisman, n.d.).
Communication may also lack adequate preparation. Preparation could be lacking on the
part of the presenter as well as the participant (Holt, n.d.). Commonly, in two-way
communication situations such as a conference call, the sender and the receiver can find

themselves frustrated with one another. The sender could find himself frustrated with receiver if
the receiver is otherwise engaged or distracted. Conversely, the receiver could find himself
frustrated with the receiver if the message is unclear or hard to follow (Dewtripont, 2005; Bull &
Brown, 2010). A well prepared message eliminates uncertainty for the receiver, fostering buy-in.
Finally, a lack of rebuttals could cause for ineffective communication. As
Communication requires a back and forth between the members of a group. The back and forth
could be both agreeable and/or disagreeable. How a message is sent opens the message up to
being well received. Weisman points out that “when someone agrees or provides positive
feedback in the first part of their sentence, only to be followed by “but.” After the “but” comes
the other shoe and you end up feeling misled and unfulfilled” (Weisman, n.d, paragraph 9).
Avoiding misleading rebuttals also allows for directness in communication. Rebuttals should be
addressed in a timely manner to the appropriate party as to avoid future miscommunication
(Weisman, n.d.).
Increasing engagement
After identifying the barriers to effective communication, the focus should shift to
increasing engagement within conference calls. Options that allow for increased engagement in
communication and also foster an environment of open dialogue vs information download
include: leadership communication and control, shifting control to the group,
education/preparation, setting guidelines, and limiting distractions.
Active participation by leadership can lead to increased engagement and open dialogue
from the group. A lack of leadership participation in group dialogue can negatively impact how
the group perceives what is happening. Without adequate communication from leadership,

“employees fill the void with verbal guesses about what is happening” (Communication in
Organizations, n.d.). By taking an active role in communication, leadership can foster an open
forum for communication, thus creating an environment for “joint decision making” between
leadership and the team (Fredric & Putnma, 2001).
However, it should be noted that too much leadership control over communication can
backlash and have negative impacts. This paradox was described by Fortado:
“Experience has shown when managers try to exert greater control, the results can be
paradoxical (Gouldner, 1954a; Martin, 2002). Gouldner (1954b) has described a case
situation where a new leader implemented a crackdown. New regulations were enacted.
This resulted in some greater compliance along with some new resistance. Both of these
outcomes encouraged the addition of more regulations. The workers progressively
became more rebellious. In the end, the effort to exert greater control resulted in control
slipping away. This scenario has been called “the paradox of control…” Others believe
informal organization can be influenced, but not totally controlled (Moore, 1988).”
(Fortado, 2011, p. 213).
Fortado goes on to offer a remedy for the paradox of control; Fortado suggested that leaders can
allow the group to regulate themselves through delegation and “peer discipline” (Fortado, 2011).
Reliance on the team or group structure as suggested by Fortado is a second option for
increasing engagement. Organizations have increasingly placed a reliance on the group’s ability
to collaborate. (Keyton, Caputo, Ford, Fu, Leibowitz, Liu, Polasik, Ghosh, & Wu, 2013; Sias, et
al 2012). Collaboration allows a channel for open communication and valuable information to
be exchanged. Rudolph and Welker support collaboration in that the freedom of collaboration

allows a forum for the group to produce higher quality work with lower levels of structure and
supervision (Rudolph & Welker, 1998).
Two theories of small group communication, Structuration Theory and Decision
Emergence Theory, aide in understanding how group collaboration allows a forum for the group
to produce higher quality work with lower levels of structure and supervision. The Structuration
Theory summarizes that a group’s interactions are delegated by a pre-determined structure yet
also have the flexibility to alter that structure based upon the group’s course of action and
experiences (Ingram, n.d.; Theoretical Approaches to Small Groups, 2000). Allowing a group to
form and reform its own unique structure based on need could provide the framework for a
highly collaborative and engaged team. However, in order for a group to regulate its own
structure, there must be a high level of trust, self-regulation, and accountability amongst the
group members.
The Decision Emergence Theory summarizes that group effectiveness emerges as a result
of the group’s “progress through four stages that lead the group from a diverse collection of
individuals to a productive unit with shared experiences, decision methods, work ethic and
values” (Ingram, n.d. paragraph 7). The four stages of Decision Emergence Theory are:
orientation, conflict, emergence, and reinforcement (Group Decision Making Theories, n.d.).
Through group interactions, such as conference calls, groups are able work through the four
phases in an effort to increase effectiveness through agreement or task accomplishment.
However, groups that are bound by tight time constraints may find themselves unable to
successfully navigate through the four phases. This could be especially true for new groups or
group members who have not previously worked together. In this instance, orientation and

conflict may be a longer process than the amount of time the group has been allowed to reach a
consensus.
Prior to applying theories of small group communication to individual group activities,
leaders should assess the levels at which group members have learned to communicate.
Communication education and adequate preparation, as previously discussed, can each lead to
increased engagement. Just as no two people are exactly alike, no two people communicate
exactly the same way. New group members may not have received formal communication
training or had the opportunity to develop their communication skills (Holt, n.d.; Conrad &
Newberry, 2011). Through level setting group expectations of communication as well as possible
formal training in listening, cueing, and negotiation (Keyton, et al, 2013), leaders may be able to
successfully increase engagement within the group.
Once all group members have learned how to communicate within the group, the leader
or the group itself should then set guidelines from which the group would operate. Bode and
Hinkle (2008) suggest leveling the playing field for all members of the group. For example,
during conference calls all members should agree to a time or times that work for the entire
group and does not consistently burden certain group members more than others. Group
members should also agree to take the call free from distractions. Boda and Hinkle (2008) found
that setting and adhering to equitable standards for all group members left “attendees (feeling)
equally engaged and energized to contribute. Idea generation improved, and the team was able to
create better processes…” (p. 4).
It may be necessary to clearly define distractions when setting or defining a group’s
communication standards. Distractions during a conference call can come in many forms: other
people, text messages, email, or a daily to-do list. Conference call participants may view the

previously listed distractions as simple multi-tasking or making the best use of their time. In
group settings with low engagement expectations, multitasking is easily accomplished without
negatively impacting interactions (Wasson, 2006). However, in group settings where high
engagement is expected, multitasking can severely hinder interactions of the group.
It may be tougher than anticipated to get a group’s buy-in to limiting technological
distractions. Technology has changed the way people communicate; “on average [people] spend
more than 119 minutes a day on mobile devices… it is changing entirely how [people]
communicate with one another” (Newman, n.d.). However, leaders who are able to obtain buy-in
from the group as well as consider embracing technological changes may be able to increase
conference call engagement levels.
Solution
Video conferencing may be one option for embracing technological change, and could
also offer a possible solution for options or alternatives that will allow for increased engagement
in communication and also foster an environment of open dialogue vs information download
within Old Navy’s Omaha market’s weekly conference calls. According to Mendes, benefits of
video conferencing include: faster decision making, increased productivity, improved work/life
balance, and providing immediate access to experts. However, video conferencing does not solve
for the problems faced with 15 to 17 people on a call. With such a large number of call
participants, it may not be possible for all participants to be actively engaged each week.
A second option for the Omaha market would include incorporating principles of the
small group communication theory the Structuration Theory into the weekly calls. By dividing
the market into small groups and tasking the groups with leading the weekly calls, the market

leader would be turning control over to the group while still being present on the calls.
Empowering group members to lead the calls, could assist in moving a new group through the
orientation and conflict stages, as discussed in the Decision Emergence Theory. However, if all
group members do not hold themselves to the same levels of accountability, other group
members may be burdened with completing the majority of the work. This option also does not
solve for minimal engagement on the part of some group members when 15 to 17 people are on
the weekly conference call.
A third option for the Omaha market also includes dividing the market into small groups:
five groups of three. However, instead of tasking each group with leading the weekly calls, each
group would host its own weekly call, while still holding a monthly call that includes all 15 store
managers. By charging the groups with hosting their own calls, less of an opportunity exists for a
few members to be disengaged. Smaller group calls also allow for the opportunity for new or
uncertain store managers to become part of a group. New members who are able to feel a part of
the group are more likely to engage the group as well as have communication from the group
directed towards them (Festinger and Thibault, 1964). However, individual small group calls
would allow for large variances in the outcomes/decisions reached by each group. Individual
small group calls would also limit the amount of contact new group members have with more
experienced/ tenured store managers.
Recommendation
From the three alternatives, individual small group calls would be the best option for the
Omaha market. By allowing the market leader to have input into the formation of the groups,
each group could have a balanced mix of store managers who each bring differing perspectives,
experiences, and strengths to the group. Additionally, by providing direction/topics for each

weeks call, the market leader can ensure all store managers are focused on the market and/or
company’s goals and/or direction. For example, if the weekly goal is to increase the amount of
women’s denim sold, the market leader would provide the direction and any necessary
background via email or participation in the calls. The individual groups would then discuss the
goal and agree on an appropriate course of action. While each group may not decide upon similar
courses of action, the results are what matter. By allowing the five groups to explore their own
courses of action, the differing results may allow for better hind sighting and improved results in
similar future situations.
The Omaha market is a relatively new market, having only been a market for
approximately 6 months. The store managers in the Omaha market are still getting to know each
other, may disagree or butt-heads, or may be leery to voice their opinion due to uncertainty
within the group. The Omaha market is experiencing the second stage of group development as
described by Tuckman (2001) (diagram below). The market is in the storming phase. During
storming, group members are competing for position and idea/role clarity.
In this instance, the implementation of breaking the market up into small group calls does
pose limitations. As group members compete for position and role clarity, calls may still lack
participation, engagement, and two-way communication. However, the market leader can aid the
market in moving through storming and into Tuckman’s (2001) third phase, norming. During the
norming phase, groups are characterized by group cohesiveness and the development of new
standards (Tuckman, 2001, p. 66). In-group cohesion and agreed upon standards provide the
ideal conditions for the recommended small group conference calls. It is hypothesized that in
order for the recommendation to be effective, a group must first move into the norming phase of
group development.

Source:
http://www.bing.com/images/search?q=norming+storming+performing&qpvt=norming+storming+performing&FORM=IGRE#a
Conclusion
Conference calls often become the primary means of communicating a message from the
top-down as well as the primary means of communication between business partners who are
geographically unable to communicate in person. To solve for ineffective communication via
conference calls one must identify what the communication is lacking or the barriers to effective
communication. Communication may be lacking adequate face time/virtual interaction, adequate
preparation, or effective rebuttals.
Following the identification of barriers to effective communication, options that allow for
increased engagement include: leadership communication and control, shifting control to the
group, education/preparation, setting guidelines, and limiting distractions. Through setting
guidelines and limiting distractions, video conferencing may reveal itself as a possible solution
which may decrease multitasking and disengagement.

However, while video conferencing may solve for the lack of face-time between group
members, Old Navy does not currently have the technology to support video conferencing
between store managers. As a suitable alternative, it has been suggested that the Omaha market
enact individual small group calls which allow for increased engagement in communication and
foster an environment of open dialogue vs information download. Finally, for best results groups
should work towards fostering an environment of trust and cohesion within their group
development.

References
Anonymous. (2000). Theoretical Approaches to Small Groups. Theories of Small Group
Communication. Retrieved May 25, 2014, from
http://www.mhhe.com/socscience/comm/group/students/theory.htm
Boda, K., & Hinkle, R. (2008). Five Tips for Better Virtual Meetings. Harvard Business Update,
3. Retrieved, from
http://www.workshifting.com/downloads/downloads/5TipsforEffectiveVirtualMeetings
Bull, M., & Brown, T. (2010). Change communication: the impact on satisfaction with
alternative workplace strategies. Emerald Publishing Group, 30(3/4), 135-151. Retrieved
June, from www.emeraldinsight.com/0263-2772. htm doi: 10.1108/02632771211202842
Communication in Organizations. (n.d.) Retrieved 6/16/14 from
http://www.referenceforbusiness.com/encyclopedia/Clo-Con/Communication-in
Organizations.html
Conrad, D., & Newberry, R. (2011). 24 Business Communication Skills: Attitudes of Human
Resource Managers versus Business Educators. American Communication Journal,
13(1), 4-23. Retrieved June, from
https://journal.org/journal/pubs/2011/spring/ConradNewberry.pdf
Dewatripont, M., & Tirole, J. (2005). Modes of Communication. Journal of Political Economy,
113(6),1217-1238. Retrieved June, from http://www.jstor.org/stable/10.1086/497999
Festinger, L., & Thibaut, J. (1964). Interpersonal communication in small groups. The Journal of
Abnormal and Social Psychology, 46(1), 92-99. doi:http://dx.doi.org/10.1037/h0054899

Fortado, B. (2011). A Field Exploration of Informal Workplace Communication. Sociology
Mind, 1, 212-220. Retrieved July 10, 2014, DOI:10.4236/sm.2011.14027
Fredric M, J., & Putnma, L.L. (2001). The new handbook of organizational communication;
advances in theory, research, and methods. Sage Publications Inc.
Group Decision Making Theories. (n.d.) Retrieved 7/9/14 from
http://oregonstate.edu/instruct/comm321/gwalker/Group.htm
Holt, M. (n.d.) Effective Communication Methods in an Organization. Retrieved, June from
http://smallbusiness.chron.com/effective-communication-methods-organization-2.html
Ingram, D. (n.d.) Effective Group Communication Processes. Retrieved, June from
http://smallbusiness.chron.com/effective-group-communication-processes-3187.html
Keyton, J., Caputo, J., Ford, E.A., Fu, R., Leibowitz, S.A., Liu, T., Polasik, S.S., Ghosh, P., &
Wu, C.(2013). Investigating Verbal Workplace Communication Behaviors. Journal of
Business Communication, 50(2), 152-169. Retrieved June, from jbc.sagepub.com
doi:10.1177/002194361247499
Mendes, M. (2011). What's all the hype about video conferencing? Accountancy SA. 55.
Retrieved from
http://ezproxy.bellevue.edu:80/login?url=http://search.proquest.com/docview/86857630
?acountid=28125
Newman, D. (n.d.). Information for the World's Business Leaders - Forbes.com. Mobile: A Trend
That Is Reshaping Communication - Forbes. Retrieved May 27, 2014, from

http://www.forbes.com/sites/danielnewman/2014/05/27/mobile-trend-reshaping
communication/
Rudolph, H.R., & Welker, R.B. (1998). The effects of organizational structure on
communication within audit teams. Auditing: A Journal of Practice and Theory, 17(2), 1
14. Retrieved June, from ProQuest.
Sias, P.M., Pedersen, H., Gallagher, E.B., & Kopaneva, I. (2012). Workplace friendship in the
electronically connected organization. Human Communication Research, 253-279.
doi:10.1111/j.1468-2958.2012.01428.x
Snell, Norman W. "Virtual HR: Meeting new world realities." Compensation and Benefits
Review. (Nov/Dec 1994): 35-43. Web.<ProQuest Central>.
Tuckman, B. W. (2001). Developmental sequence in small groups. Group Facilitation, (3), 66
Wasson, C. (2006). Being In Two Spaces At Once: Virtual Meetings and Their Representations.
Journal of Linguistic Anthropology, 16, 103-130. Retrieved June 6, 2014, from
http://www.aaanet.org/sla/jla/jlamain.htm
Weisman, S. (n.d.). Top7Business.com Delivers 7 Tips & Secrets To Help Build & Grow
Your Business. Skip Weisman- Top7Business Expert Author. Retrieved June 2014,
from http://Top7Business.com/?expert=Skip_Weisman

Final paper

Recommended

Recommended

More Related Content

What's hot

What's hot (8)

Viewers also liked

Viewers also liked (17)

Similar to Final paper

Similar to Final paper (20)

Final paper