This document discusses the history of organizational communication from the Industrial Revolution to the present. It outlines five epochs: 1) 1830s-1920s of laissez-faire indifference to workers; 2) 1920s-1940s of beginnings of paternalism; 3) 1940s-1980 of prosperity and entitlement; 4) 1980-1990 of globalization and focus on business; 5) 1990-present of technological revolution fueling individualism and openness. Key forces shaping the field included technology, leadership styles, economics, and psychology. The role of communication professionals has evolved from reactive messaging to strategic business partnership.
1. From Evolution to Revolution, a mini history
of Organizational Communication
Roger D’Aprix , 2014 CLE Conference
2. 7 Forces that have shaped our work
Changing and accelerating economic and social
realities
Media and journalistic fashions and fads
The SOS Model
Corporate leadership actions, styles and beliefs
Message- delivery systems from printing to digital
delivery
Behavioral psychology and audience research
Access to technology and networking systems
3. Five Organizational Communication
‘Epochs’
1830s to 1920s: The Industrial Revolution—a time of laissez-faire
indifference to worker needs and workplace communication (Who’s
your boss? What does he want you to do right now?)
Early 1900s sees rise of unions and bitter, violent era of conflict and
suppression; rule of the Robber Barons
1920s to 1940s: An Awakening of Conscience—the beginnings of
Paternalism, Concern for the worker and the Company as ‘family’;
diluted by the Depression of the 1930s
1940s to 1980: A Golden Age of U.S. Prosperity, Paternalism and
Entitlement thrive—a time when organizational communication begins
to flourish in a command and control era
1980 to 1990: Globalism erupts and the Revolution begins—a time
when competition rises up from Japan to India to China and
elsewhere; Communication becomes ‘business focused’
1990 to the Present: Technology Flowers, Fuels the Revolution—and
refuels Rugged Individualism and Greater Openness in an era of
‘cyber-utopianism’
4. The First Employee Communication
Tradition says that the first
employee communication
was in the textile mills of
England in the early 1800s
Since most employees were
illiterate, it took the form of
spoken, face-to-face
communication of ‘the
rules’
Because of the noise level
in the mills, employees
purportedly became expert
lip readers
5. 19th
and 20th
Century Ties that Bind
As we evolved from an
agricultural to an industrial
society, the following became
our corporate DNA:
A corporate world view that
placed the pursuit of efficiency
ahead of every other goal
Top-down authority, decision-
making and communication
Intense focus on cost
reduction and cost
effectiveness
Interchangeable Workers (as
strictly a ‘cost of doing
business’)
6. Old Economy Leadership Structure
and Styles; Alfred Sloan’s 1920’s
formula Pyramid, chain-of-
command organizations
Vertical integration
Hierarchical structures with
command and control
leadership styles
Tolerance for bureaucracy
Social contract with
expectation of loyalty and
long service
Authority, loyalty and
discipline of the workforce
as critical values
7. The World’s Second Oldest Profession
Edward Bernays:
OC as an art form came
out of WWI from allied
propaganda efforts
Edward Bernays was
seen as the ‘founder’ of
modern OC
Wrote 1925 book
entitled ‘Propaganda’
In late 1920s led
Chesterfield campaign
urging women to smoke
Later advised corporate
leaders and presidents
8. The Depression: an Era of Stagnation
Organizational
communication suffered
along with the economy
Unemployment grew from
3.2% in 1929 to 25% in 1933
WWII finally broke the back
of the Depression in 1940
By 1942 with war,
unemployment was 4.7%; in
1944 1.2%
9. 25 Golden Years (Circa 1945-1970)
WWII becomes a tipping point
for U.S. companies as war
devastates global economies
U.S. companies operate in a
less competitive period with
fewer consumer options
Design and build products they
see a need for at a quality level
they deem satisfactory
Can better tolerate
inefficiencies, slower decision-
making and full employment
‘Need to know’ became a
dominant communication
theme
10. Old Economy Internal Communication
(‘45 - ‘70 Playing a Solo on a House
Organ)
Reactive and heavily
filtered communication of
organizational events
Top-down paternalistic
communication style with a
heavy emphasis on ‘need to
know’
Communication of a strong
sense of the company as a
family--the live babies, dead
fish school of
communication
‘Home on the range’ view of
life--where never is heard a
discouraging word...
11. Old Economy Communication--the ‘50s to
the mid-60s
“The Organization Man”
era: “The Man in the Gray
Flannel Suit” (1955)
Economic education;
‘Boulwareism’; anti-union
propaganda
The benevolent company
Defending the company
against ‘outside agitators’
Company as a closed
community of loyalists
12. What that World Felt Like ’50s to Mid-’60s
A white male’s world
where women and
minorities faced limited
roles
An Old Boys’ Network that
held power closely and
demanded conformity
A conservative mindset
where ‘Vote Republican’
was the norm
Where loyalty was the
ultimate value and where ‘9
to 5’ prevailed
13. 14
What That World Sounded Like: the
Communicator’s theme song in that Era
The approval tango:
Accentuate the Positive
Eliminate the Negative
Latch on to the Affirmative
Don’t mess with Mr. In-
between
14. Transitional Communication: the Mid-60s
Anti-institutionalism seen as a
threat
Organization men begin to question
their own lives and values (‘The
Man in the Gray Flannel Suit’
syndrome)
Women begin entering the all-male
corporation mostly as secretaries
Communication professionals
consider playing role of internal
journalists, flirt with investigative
reporting
Industrial Communication Council
is organized in 1964 to meet the
needs of communication executives
15. The Dawning of the Revolution: the early 70s
Vietnam War ends and
global competition begins
Energy crisis rocks the
economy
Inflation runs rampant
Communication staffs
reflect public media styles,
become bolder in telling the
truth
Even experiment
unsuccessfully with
corporate btoadcast TV
16. The Revolution Begins in Earnest: the late
‘70s
Global competition begins
its impact
Cost becomes a major
issue
Technology seen as a
competitive weapon
Quality and customer
service demanded
Shareholders demand
accountability
17. The Revolution Begins in Earnest: the late
‘70s
Western companies caught
by surprise
US and European
companies downsize
Billions spent on robotics,
computers
Massive quality and
customer initiatives
Short-term results become
the priority, and CEOs
become seen as rain
makers deserving of huge
payoffs
18. New Economy Communication: the
‘80s
Communication
professionals begin the
long struggle to re-invent
their role
Face pressures to justify
their value
From SOS communication
tactics to strategy
From craft orientation to
business orientation
The struggle continues to
this day
19. New Economy Leadership Demands
People become a ‘capital asset’
rather than merely a cost of
doing business
Lean workforces of talented
people use technology to
create innovative products and
services
Brands are rediscovered as
corporate assets
Employee engagement
becomes a critical value
20. The 90s: the Revolution Takes Hold
Downsizing becomes a profitability
strategy
Workplace technology grows
explosively; information overload
emerges as a problem
Print is largely replaced by cheaper
and faster digital media
Communicators begin to
experiment with new media
Global competition leads to
outsourcing, intense cost pressures
The Internet fuels and enables the
emerging phenomenon of social
media
21. The Usual Unintended Consequences
Follow
Like it or not, companies
and institutions become
naked, transparent
Paternalism and the social
contract crumble
Virtual work and Me, Inc.
become realistic
possibilities with access to
technology
And even a survival
strategy with ongoing
downsizing
22. New Economy Communication: the
‘90s into 2000 and beyond
Availability of e-mail, voice mail
and wireless technology
Internet serves as inspiration
for communication
professionals, requires soul-
searching regarding
communication vision and
mission
Provides unprecedented
access to information
Technology forces intense
learning curve to keep up
23. Mobile Devices…So simple even a baby…
Tablets present new
opportunities
Create ‘a communication
bubble’ around users
24-hour connectivity
diminishes ‘places to hide’
Add to impersonal digital
experience—at expense of
face-to-face communication
Technology relegates
managers to communication
bystanders
24. The Big 21st
Century Trends and
Aspirations…so far
From independent contribution to
collaboration and teamwork
From top-down communication to
two-way dialogue and social media
From need to know to tentative
openness and transparency
From autocracy and bureaucracy to
greater corporate democracy
From SOS approach to
communication process and
problem-solving
From closet technophobes to
cyber-utopians
25. A Looming Audience Disconnect and Risk
As the economy morphs
into knowledge-based
work:
What happens to the
unskilled and unprepared?
Robotics and automation
require fewer workers and
new skills; alienate blue
collar workers
Cost-cutting, outsourcing
and downsizing cut job
opportunities sharply
Will our strategies help
create an elite workforce
with limited opportunity for
unemployed minority?
How do we cope with
inequality?
26. The Opportunity
“For the first time since the dawning of the industrial age, the
only way to build a company that’s fit for the future is to build
one that’s fit for human beings as well. This is your
opportunity to build a 21st
century management model that
truly elicits, honors and cherishes human initiative, creativity
and passion…Do that, and you will have built an organization
that is fully human and fully prepared for the extraordinary
opportunities that lie ahead.”
Gary Hamel “The Future of Management”
27. A Blinding Flash of the Obvious
We have come a long way from the house editors of the
‘50s with a very long and puzzling road still to travel
In a Revolutionary World, to be relevant, we need to
carve out a role that is intimately related to the business
of the business
That will require us to educate ourselves to the
priorities and issues of our organizations as well as the
marketplace and the larger society—all the while
reinventing our work
The ride will be bumpy, exciting and for those who
figure it out-- richly rewarding
Editor's Notes
As a history buff and the world’s oldest living communicator, I’m delighted to be here to talk about the history of our profession. They couldn’t find anyone else who had lived this much of the history so I was the most logical choice for the job.
Anyway, this is the Back to the Future part of the program where like Michael J. Fox I attempt to show you the path that led to the present condition and preferences that have brought us to where we are today.
I need to explain upfront why I’m more tied to the lectern than I usually am. There’s a lot here to cover and remember so I’m depending on my notes to keep me disciplined and on time.
One of the challenges in talking about the history of organizational communication is the diversity of functions that are included under that umbrella as shown on this slide. (Read definition)
So I’m going to take the inclusive route and talk about what we’ve experienced in common and how various forces have shaped our work and our views of that work. I’ll acknowledge upfront that my personal prism is that primarily of an internal communication practitioner and consultant.
It will be a quick and I hope enlightening trip around the track with brief glimpses of our history and the forces that have shaped that collective destiny.
A comment about this slide…As you look at the seven forces that I believe have shaped our work, what should jump out at you is that we have been a pretty reactive bunch. Reacting sometimes necessarily… and sometimes enthusiastically (or reluctantly) to all of the forces on this slide.
The main reason is that most of us haven’t had much of a roadmap for our work—sort of making it up as we went along. And I’d argue that we’re still doing so.
(Comment on forces…)
As I prepared for today and thought about our history, it occurred to me that there have been at least five identifiable epochs in both internal and external communication…Three of those were evolutionary; the last two beginning around 1980 have been revolutionary
(Read and comment briefly)
The earliest formal communication was purportedly in the British textile mills and was mostly about the rules that workers were supposed to live by at work—and even in their free time out of work. Since most of them had come to the cities from rural areas, there was much illiteracy. Child labor was common as was mistreatment of the workforce.
Communication was mostly verbal in a noisy environment where workers supposedly became lip readers according to the literature.
The 19th and early 20th Century social mores had a profound effect on our corporate DNA for generations. This slide lists the genetic systems that comprised that DNA. Communication continued to be intensely one-way with the workforce essentially being voiceless, passive and just glad to have a job.
This was also the era of the Robber Barons and their obscene fortunes gained in large part from exploiting their workers with low wages and back-breaking labor. Capital was in control and profited largely at the expense of Labor.
Communication during most of this time was patronizing, top-down and autocratic—setting the tone for the subsequent 50 years or more.
(Read and comment)
By the 1920s, organizations were becoming a bit more humane and attuned to efficiency and even somewhat to worker needs. Alfred Sloan as the head of General Motors began the practice of planned obsolescence for cars as well as building the modern corporation with its emphasis on size, growth and employee loyalty. He—like most of his peers—was anti -union in his views and largely responsible for the prolonged GM Flint Sit Down Strike of the 1930s that fueled the formation of the United Auto Workers union.
At this point, companies began to be concerned about how they were being perceived in the marketplace and public opinion. It truly was the birth of organizational communication.
Here is the person who is generally regarded as the founder of organizational communication. Edward Bernays as a member of the U.S. propaganda campaign committee in World War I was enamored with the idea that an elite class could and should manipulate the opinions of ‘the masses.’ In 1925 he published his ground-breaking book on the techniques of propaganda, which qualified him as one of the first PR men in modern society. Here’s a sample of his thinking:
“In theory, every citizen makes up his mind on public questions and matters of private conduct. In practice, if all men had to study for themselves the abstruse economic, political, and ethical data involved in every question, they would find it impossible to come to a conclusion about anything.”
As an aside, one of his claims to fame was helping Chesterfield persuade women to smoke. Persuasion and influence were his game.
While the 1920s were the decade that foreshadowed modern organizational communication techniques, the 1930s largely undid much of that work as companies fought to survive after the stock market crash. For most of the 1930s, Organizational Communication was preoccupied with defending the capitalistic system and deploring the rise of communism as an alternative . Think “The Grapes of Wrath” and the feeling that greedy capitalists had brought us to this point of economic collapse and class conflict.
The Roosevelt New Deal and the advent of World War II finally broke the back of the Depression in the U.S. as we geared up production for World War II and the need for military ordnance.
(Comment on slide)
And then something amazing happened.
The war was over, and U.S. companies settled into a period some call The Golden Age. With Europe and Asia devastated by the war and with their industrial machine largely destroyed, U.S. companies entered an era of practically no global competition and dependence of the rest of the world on American products and manufacturing.
An anticipated second Depression in the post-War period never happened, and manufacturing and other industries flourished as we were like a running back who breaks into the secondary and has nothing but space ahead of him. It was the beginning of an era of unprecedented entitlement and good times. Companies became benevolent societies with sponsorship of athletic teams, orchestras, full employment and good feeling that led to conformity and unquestioned employee loyalty.
General Electric was known as Generous Electric and Kodak as the Great Yellow Father in celebration of their generosity. At the same time, communication pros celebrated the corporate family and aimed their work at social events and employee hobbies in an era the late Larry Ragan called Live Babies and Dead Fish communication. He was describing most employee newsletters of the time that featured photos of employee babies and successful fishing trips along with service anniversaries, engagements and weddings.
The primary communication vehicle for this period was the good old employee newsletter. In the era of good feeling, there was little but good news to report. Some of us were frustrated by the lack of honest communication, but as one of my first bosses at General Electric in 1960 put it, “What the hell’s the truth got to do with it?” Any bad news was suppressed or covered up, and organizational communicators worried that they were merely in the phrase of the time—hired guns.
This interestingly was the group motivated to organize the Industrial Communication Council in 1964 as a means to talk about who we were and what our role really ought to be—a discussion that has lasted for 50 years.
In 1955 “The Organization Man” was published with the claim that we had become a nation of men who had devoted their lives and aspirations to The Organization in whatever form it took. Most people agreed and believed that it was not a bad thing. But in the following year, Sloan Wilson wrote “The Man in the Gray Flannel Suit” offering the first signs of discontent and the sense that maybe we were selling out after all. Think Don Draper and Mad Men and its angst.
Meanwhile a G.E. executive named Lemuel Boulware hypothesized an Adam Smith world in which union members were the bad guys who simply didn’t understand the economic system. His message was that labor was greedy and that they wanted too big a share of the pie. So most communication was a frank effort to undercut and discredit union power while pleading for understanding of how tough it was to be an executive in the face of competing demands and government largess with taxpayer money. He might have been the first author of the Tea Party message.
So what did that world feel like for those of us who were there? This photo is a pretty good representation of that era.
(Comment on slide…)
This song of that era could have been the communicator’s theme song.
(Play video)
And then came what I would call the beginning of the truly modern era of organizational communication. The mid-1960s were a transitional period from the old ways to a new view of our role fueled by reflection and self-doubts about what we had become.
(comment on slide items)
By 1970 the Vietnam War was radically changing American society. A profession made up of fairly young practitioners began challenging the traditionalists, who had cut their communication teeth in the Golden Age. The latter group tended to defend the status quo with the view of supporting authority, loyalty and discipline. And the debate often made it into the old Industrial Communication Council discussions with deep passion on both sides.
Communication pros began reflecting some of the public media and became bolder in truth telling—even challenging the conservative tendencies of their own management. In that era I personally wrote a book entitled “In Search of a Corporate Soul.” PS I’m still searching.
By the late 1970s global communication became a real issue. I was at Xerox when our market share plunged from 97% of the plain paper copier market in the early 1970s to 13% by 1981 as Japanese manufacturers attacked our complacency and our inefficiency.
It was the beginning of the era when customers and shareholder truly became empowered. Quality and customer service demands began to drive U.S. corporate strategy.
It was also the beginning of the technological age, and communication pros began to understand that they better find out what this was all about as they struggled to explain the significant changes rocking our institutions and companies.
The revolution that we’re still experiencing began in earnest in the late 1970s
(Read slide items and comment)
For communication pros, the 80s were an era of reaction and re-invention. No longer was it automatic that leaders presumed that a communication staff was required in-house and began demanding evidence that we were making a difference. The result was a new emphasis on measurement and demonstrated return on investment from all staff functions.
The SOS strategy of merely sending out stuff was no longer enough. And it was clear that we had better become business people instead of a group of talented crafts people, who were somehow above the fray.
And the revolution gathered steam as the new economy imposed ever-changing demands that continue to shape our world.
(Comment on slide)
In the 90s, the revolution truly took hold. Massive downsizings became common to bolster the bottomline. At the same time workplace technology began paying off and showing great promise for productivity and innovation. The one other sour note besides downsizng was the dot.com frenzy and subsequent collapse of overly optimistic and under-capitalized ventures with the loss of overnight fortunes.
This was the period when communication pros began to experiment with intranets and other new media. Print was often replaced by cheaper and faster digital media. And communicators had to become quick studies and constant learners to keep up-- with the unanticipated consequence of our audiences drowning in information they couldn’t process.
At the same time, the global economy became a competitive, dog- eat- dog force that rose up and badly wounded or killed a number of formerly prosperous companies like GM, Kodak, Sears, Lucent Technologies, Woolworths and a host of others. It also forced U.S. companies to become more efficient, more quality conscious and leaner.
And we struggled to explain the changes and the losses.