OLEAD 410: Leadership in a Global Context

“Synergy voted most annoying marketing buzzword of 2019” – Marketing Technology Insights (October 23, 2019)

As a senior Noncommissioned Officer in the Army, I can tell you I have heard the words “holistic”, “orientate” and “caveat” used so improperly and so often that they are all but meaningless now. Unfortunately, one word that still irks me to no end when it is used frivolously is “synergy”. Sure, it feels good to say and imparts a gravitas to a new leader’s published “personal philosophy” or welcome speech, but is rarely thought of comprehensivelty beyond its use in a speech as a throwaway goal for an organization. I have come to realize that this is unfortunately not a military-specific problem. I thought I could address and expand on the true meaning of synergy and how an organization and its members can look for and capitalize on synergy when it is identified.

First off, let’s define synergy in terms that conform to the true, or doctrinal, definition of the term. “Synergy is the synthesis of what each individual in the group has to offer. It is about the whole being greater than the sum of its parts in the way an automobile is more than the pile of its individual parts.” (Pennsylvania State University, 2021). Putting 5 people in a room together who can individually accomplish x amount of work can, and should, theoretically produce 5(x) amount of said work. However, a team with synergy, that can not only identify each other’s strengths and weaknesses but shore up each other’s weaknesses and capitalize on each other’s strengths can accomplish far more than one might expect of a group their size. This requires empathy and self-reflection on the part of the individuals and a commitment to a common goal.

Next, let’s manage our expectations. Genuine synergy in a team is rare. True, it can be developed and fostered, but it is often a naturally occurring force that can be misidentified or not even consciously noted at all. That said, it is a mistake for organizational leaders to state or imply that synergy en masse is a realistic goal for their organization. Synergy should absolutely be a goal and leaders should always be on the lookout for teams that harness or develop synergy, but to hold up synergy as a concrete goal or expectation of every team is a trap that too many leaders fall into nowadays. How much synergy are you looking for? How are you measuring  your organization’s synergy? Work output? Gallons? How many ounces or pounds of synergy should your ideal team have? Additionally, synergy exists on a spectrum. Some teams could have a synergy that borders on telepathy, while others simply work a little bit better with each other than with others. Leaders that create an idealized image in their mind of what synergy should be will often be disappointed when they experience it in person, and thus decide that the team hasn’t actually achieved synergy or needs more, which can lead to a neverending pursuit of an unrealistic goal, potentially alienating their subordinates.

Does synergy in a team come to fruition because the team likes each other? Maybe because they are friends outside work and have a better understanding of each other? Sure, it is helpful to know and enjoy the company of your teammates, but synergy is more than friendship. While admittedly anecdotal, I have witnessed (and been part of) multiple teams in my career that had and demonstrated genuine synergy when executing their assigned duties that didn’t actually spend any time together outside of work. In some cases, the members of the teams didn’t even like each other. But liking someone is different than having the self-awareness to understand your own strengths and weaknesses, the empathy to understand your teammates, and the commitment to the team goals to set aside your differences and accomplish those goals. Don’t make the mistake of conflating friendship with synergy. They aren’t mutually exclusive by any means, but one doesn’t require the other.

Cultural Synergy is more nebulous than the synergy we speak of in a small organization or tema, but dont make the mistake of thinking that means it is no less impactful. Cultures with higher levels of cultural synergy don’t necessarily exhibit some sort of amazing natural teamwork abilities. These cultures are simply more collectivistic in their attitudes, social mores, and behaviors. However, the massive scale of the population involved in this cultural synergy or lack thereof can have wide-ranging impacts on the culture’s population and anyone interacting with that culture even if the culture only exhibits low-grade synergy. On occasion, we might even see the “Differences within and the differences between” rear its head again as a measure of the synergy within a culture versus the synergy between cultures.

Synergy is amazing, and if you look for it, you will find it. Try to see it for what it is, though. It can be developed, but like any goal you set for yourself or your organization, m you must clearly define the goal and make it genuinely achievable. It is folly to tell an organization or group to “improve synergy” without a clear understanding of what you are really asking that organization to do, and to have measurable benchmarks of success in achieving synergy. Without it, you’ll just be another dime-a-dozen leader spouting buzzwords no one listens to.

References

Marketing Technology Insights (2019) Synergy voted most annoying marketing buzzword of 2019 https://martechseries.com/technology/synergy-voted-annoying-marketing-buzzword-2019/

Pennsylvania State University. (2021). Lesson 06: Cultural Synergy. Cultural synergy. https://psu.instructure.com/courses/2146712/modules/items/32847646

Introduction

You work for a global organization, and you have just been asked to partake in a business negotiation with your counterparts in Turkey, now what? First, you should understand where Turkey is. Abramson and More (2018, p. 384) state, “Turkey is located at the crossroads of Europe and Asia”.  Turkey is much smaller than the United States and even smaller than some US states. Turkey is not landlocked and has coastal communities among the Black Sea, Mediterranean Sea, Aegean Sea, and Sea of Marmara.  Additionally, Turkey has both plateaus and mountainous areas.

People, Religion, and Social Life of Turkey

Nations Online (2021) shares in 2020 Turkey had a population of approximately 83.2 million people in 2020. Abramson and More (2018, p. 384) share that Turkey has not established state religion.  However, within Turkey, both Islamic and Western customs and thoughts are carried out in daily routines. Abramson and More focus on Turkey being primarily secular in nature. However, in 2018 Tayyip Erdogan was elected president and has been working towards reviving Islam in Turkey. As president, he has been dedicating a good deal of cash flow to rebuilding religious education in Turkey.  Butler (2018) states,

“Reviving Imam Hatip, or Imam and Preacher, schools is part of Erdogan’s drive to put religion at the heart of national life after decades of secular dominance, and his old school is just one beneficiary of a government programme to pump billions of dollars into religious education.”

Without getting carried away in the many developments Tayyip Erdogan is pushing for his country, it is important to understand the drive to revive Islam that is currently ongoing, and the effects it may have if you are being tasked to begin business negotiations in Turkey,

Social life in Turkey ranges from modernization to traditional Turkish values, interwoven with the changing political drive towards Islam. On a high level Abramson and More (2018, p. 385) review social norms one should respect in and around Turkey including;

• Not wearing shoes inside the home
• Using Mr. or Miss to address elders
• Not using first names with those you do not have a close relationship with
• Use a head nod when men and women are greeting one another
• Be sensitive when providing criticism to Turks

Conducting Business in Turkey

Now that we understand where Turkey is, what to expect as far is religious and social norms, we can tie this into how traditional business should be carried out at a high level. Abramson and More (2018, p. 385) state, “Turks are commonly relationship-oriented in their business dealings”. This may mean that when you are negotiating in Turkey patience is key. It is extremely important in Turkey to first have a foundation of a strong trusting relationship.

Additionally, it is important to note, that Turks also behave in a collectivist manner. In Turkey, the group is more important than the individual.  Hofstede-insights.com (n.d.) states, “This means that the “We” is important, people belong to in-groups (families, clans or organisations) who look after each other in exchange for loyalty”.  The collectivist way of life lends itself to the importance of relationships to a Turk.  If you can form a trusted, sincere relationship with a Turk, you will then likely become accepted by the “in-group”.

Conclusions

Turkey is located in between Europe and Asia. Turkey is not landlocked, and therefore, has several ports. Turkey is secular in nature, but in recent years a revival of Islam is being pushed to the forefront. Turks greet one another formally, typically not using the first name and using “Mr”. or “Miss”. Turkey believes in strong foundational relationships and tends to behave in a collectivist manner. In the sense of a Global World, this is an extremely brief overview of important aspects to be mindful of when being tasked to negotiate or do business in Turkey.  With the ever-changing global environment, this is a snapshot in time.  It is important in Business when being tasked to do business in other countries to always educate yourself on the norms within that society.

Citations

Abramson, N. R., & Moran, R. T. (2018). Managing Cultural Differences Global Leadership for the 21st Century (10th ed.). Routledge.

Butler, D. (2018, January 25). With more Islamic schooling, Erdogan aims to reshape Turkey. Reuters. Retrieved October 10, 2021, from https://www.reuters.com/investigates/special-report/turkey-erdogan-education/.

Turkey – A country profile . A Country Profile – Destination Turkey – Nations Online Project. (n.d.). Retrieved October 10, 2021, from https://www.nationsonline.org/oneworld/turkey.htm.

What About Turkey. Hofstede Insights. (n.d.). Retrieved October 10, 2021, from https://www.hofstede-insights.com/country/turkey/.

As more and more U.S organizations are conducting business overseas in the Middle East, leaders need to learn about cross-cultural training. Organizational leaders play a major role in theses transitions. The Middle East typically refers to the following countries: Turkey, Cyprus, Egypt, Syria, Lebanon, Israel, Jordan, Iraq, Kuwait, Iran, Saudi Arabia, Bahrain, United Arab Emirates, Qatar, Yemen, and Oman (PSU, 2021). Leaders need to ensure that their team has adequate cross-cultural training on the country in which they are conducting business in.  For example, employees need to know about the cultural, language, how to handle business requests such as bribes, how to negotiate, and recognize ethical issues (Trevino, 2017). Many Middle East nations differ from Western cultures. Middle East nations have closer business relationships as, communications are more indirect and negotiations are more competitive than Westerner cultures (Abramson & Moran, 2018). If Western leaders are not aware of such differences it is likely to lead to cross-cultural conflicts (Abramson & Moran, 2018).

Middle Eastern cultures are influenced by the Islamic religion which is also a way of life (Abramson & Moran, 2018). The Islam belief refers to worshiping the whole of one’s life meaning one’s objective in life is to please Allah, by doing good and refraining from evil (Muhammad, 2014). Islamic belief is also integrated into business whereas, Western business separates religion from economic activity (Abramson & Moran, 2018). The Islamic belief also focuses on the individual manager and has sixteen best practices that are related to qualities of a good manager (Abramson & Moran, 2018). They are: work as an act of worship, fulfill all contracts, keeping promises, loyalty to employer, no kickbacks, do not fight for leadership, build trust, always be truthful, be optimistic, admit mistakes; learn from them, avoid pride, time management, seek and share knowledge, manage anger, aim for excellence and be just (Abramson & Moran, 2018). In many Western cultures managers maneuver for leadership positions, do not consider work as an act of worship, do not always speak the truth, and often pride themselves in clothes, jewelry, fancy cars and so on which can offend Islamic counterparts (Abramson & Moran, 2018). Resulting in non-Muslims to be considered evil and censured (Abramson & Moran, 2018).

As a result of the vast differences between the Middle East and Western cultures. Westerns conducting business with Muslims need to consider their perspectives, beliefs and be sensitive to the sixteen Islamic management expectations. One way to start overcoming these differences is to learn and understand how Middle Easterners view business and how they communicate. By understanding such differences businesses leaders can learn to change which will beneficial to all stakeholders involved.

References

Abramson, R. N., Moran, T, R. (2018). Managing cultural differences: Global Leadership for the 21^st Century. (10th ed.). Routledge. ISBN: 9871138223455

Muhammad, A., (2014). Islamic belief, law and practice. Frontline Muslims. https://www.pbs.org/wgbh/pages/frontline/shows/muslims/themes/beliefs.html

Trevino, L. K. (2017). Managing Business Ethics: Straight Talk about How to Do it Right (7^th edition). John Wiley & Sons, Inc.

For blog entry two I chose to dive into social learning from lesson five. The lesson defined social learning as how people learn behavior by observing how others behave and sometimes referred to as observational learning. (PSU, 2021) Behavior change can and does occur through observation, even when such observation is incidental, and occurs in the context of other activities. (Fryling et al, 2017) As the lesson stated, social learning is not mimicry or imitation, it is known as modeling. (PSU, 2021) There are four steps to social learning including attention, retention, motivation, and reproduction. The observer needs to be able to focus their attention on the person and their behavior. Once the behavior has been observed the individual needs to then be able to recall it. Motivation comes with the desire to reproduce the seen behavior and reproduction is about actually performing the seen behavior. The individual who is observing picks up on behavior, replicates it, but also modifies it based on his or her own experiences or desirable outcome. (PSU, 2021) It is assumed that the action performed by an observer is a direct result of the observation process and is believed to be due to the perception and use of action-related features picked up from viewing the model. Much of early development has been attributed to the processes of imitation. Social/Observational learning is dependent on the learner’s goal and whether action-reproduction as well as outcome attainment is emphasized. (Hodges et al, n.d.)

References:

Fryling, M. J., Johnston, C., & Hayes, L. J. (2017, July 8). Understanding observational learning: An interbehavioral approach. The Analysis of Verbal Behavior. Retrieved from https://link.springer.com/article/10.1007/BF03393102.

Hodges, N. J., Williams , A. M., Hayes, S. J., & Breslin, G. (n.d.). What is modelled during observational learning?Journal of Sports Sciences . Retrieved from https://web-b-ebscohost-com.ezaccess.libraries.psu.edu/ehost/detail/detail?vid=0&sid=c299729b-d7ce-4265-93fc-393f0d318741%40sessionmgr103&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=24175608&db=s3h.

Penn State University. 2021. OLEAD 410. Lesson 5: Learning and Change in a Global Setting. Retrieved from: https://psu.instructure.com/courses/2146712/modules/items/32847672

Synergy is the synthesis of what each individual in the group has to offer. It is about the whole being greater than the sum of its parts” (PSU 2021) In this weeks reading in our conflict resolution class I found similarities to what we have been learning about synergy.  We learn there are three stage models group conflict can be addressed, interdependence, reciprocity and compensation.   Interdependence, “creates a climate that shapes parties’ expectations and their behaviors toward one another.” (Folger, Poole, & Stutman, pp. 104)   Reciprocity has to do with the idea that, if you do something for me, I will do something for you, it “portrays parties to conflicts as either matching one another’s behavior or responding in kind, or compensating; that is, the tendency to respond in just the opposite fashion.” (PSU 2021) Synergy is another way of getting people to work together, “Synergy is a cooperative or combined action, and occurs when diverse or disparate individuals or groups collaborate for a common cause.  The objective is to increase the effectiveness by sharing perceptions and experiences, insights, and knowledge.” (Moran & Abramson, 2014)

Depending on the nature of the collective goal, promotive interdependence would be an option to get people to work together if we could establish that the group would benefit as a whole.  Sometimes it is beneficial to have more of a competitive drive in order to reach the common goal, and sometimes it is better for parties to work individually on accomplishing the task.  There also may be those who are hesitant to perform, in which case reciprocity or quid pro quo would be beneficial to get the job done.

I have found the most success when trying to reach cultural synergy at work have been individualistic followed by promotive and lastly the idea of reciprocity also works well in most professional circumstances.  I do prefer to work alone most of the time, but I do find it can become somewhat draining if I am asked to do more than my fair share of work.  If the supervisor is the one who delegates the assigned work, then there is usually success when the supervisor puts an email together which lists our individual strengths and cc’s all parties involved so everyone can see what they are responsible for what it is they are good at. In this way it both gives a morale boost as well as tends to hold everyone accountable for what it is they are working on in order to gain the best outcome when working as a group towards a goal.

Sometimes I’m asked to train people on how to do a specific project and so they know they can always come to me also if they have questions and we can work together for the solution or the answer to the member’s benefit question.  Our company already has us set up as teams so we work together in groups under one supervisor per team and we work with other teams as well as we try to be, “reflective of the whole organizationational environment, then they become closely knit and productive.  The more team participation is provided and employees are included in team decision-making, the healthier and more relevant is that human system.” (Moran & Abramson, 2014)

References

Pennsylvania State University (2021). Lesson 6: Cultural Synergy Retrieved from: https://psu.instructure.com/courses/2146712/modules/items/32847680

Joseph P. Folger, Marshall Scott Poole, and Randall K. Stutman (2018), Working Through Conflict: Strategies for Relationships, Groups, and Organizations (Chapter 3, “Conflict Interaction,” pp. 99-107).

Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (10th ed.). Oxford: Routledge. ISBN: 9781138223684 ives, 1980: 238–57

Why team synergy is important

In every organization, someone will find themselves working with teams and having to collaborate with people outside of our norms. It is most important that everyone can work together cohesively and respect differing opinions and ideas. This may be hard for some depending on their background, so if they do not understand or dislike someone on their team or a co-worker, they will not have a positive vibe and working relationship with them. According to the book titled, Managing Cultural Differences by authors, Neil Abramson, and Robert Moran, “Synergy is a cooperative or combined action and occurs when diverse or disparate individuals or groups collaborate for a common cause. The objective is to increase effectiveness by sharing perceptions and experiences, insights, and knowledge.” (Abramson & Moran, 2018, pp. 239-240) We will work with someone that is from a different culture and may not understand them and sometimes negative emotions will occur between working relationships. I recall working with a co-worker that I did not understand well and did not always handle tasks the way I thought she should have. She was slow at doing things, never asked questions so I perceived her to be lazy and didn’t care, so I never gave her the benefit of the doubt or got to know her better. My lack of understanding her ways is why teaching diversity is important because it will help with team synergy.

Incorporating synergy in the workplace begins with our organization’s mission and values and our leaders. According to authors Abramson and Moran, “Multicultural and multifunctional teams are becoming commonplace. Further-more, the complexity of society and the human systems devised to meet new and continuing needs require a pooling of resources and talents.” (Abramson & Moran, 2018, p. 243) With many organizations today, now working with different global leaders, the organization will shift into a multinational corporation culture. The organization will have to promote workplace diversity by conducting training to bring self-awareness on stereotypes, different cultural backgrounds, and religious beliefs, and personality traits. Leaders must first learn about different cultural backgrounds and lead by example to teach others how to effectively communicate with different working styles, work etiquette, and how to manage conflict professionally.

Once an organization recognizes and promotes diversity, employees can effectively work with others and work in teams that can recognize the importance of a healthy working relationship which now promotes team synergy. According to an online article by author, Silvia Pencak,” Diversity will never work without team synergy. Synergy is defined as working together but it is way more than that. Team synergy is a term that describes the uniqueness of the team. Each team is comprised of individuals with unique strengths, talents, experiences and work styles.” (Pencak, 2021) I believe aligning the organization’s values with concerns and expectations with their global counterparts will help to enhance the acceptability of each mission and values and effectively work towards the same goals.

Without Synergy a team will be unable to work together, and loss of valuable productivity will occur. Synergy helps with workplace motivation and with the knowledge of diversity, each member will understand that they all have different ways of doing things or communicating, but they are all working towards the same goal and can work cohesively together. According to authors, Abramson and Moran, “to ensure top performance, the global leaders continually update and broadens his or her understanding of culture and its impact on our lives.” (Abramson & Moran, 2018, p. 252) When the leaders understand the different cultures, he will be able to have his team members understand and identify when cultural classes are occurring by observing the language barriers, nonverbal communication signs, or lack of listening and understanding. Once these items are immediately identified, the leader can help with applying different management practices that one country can adapt, which now promotes cultural synergy to occur.

Works Cited

Abramson, N. R., & Moran, R. T. (2018). Managing Cultural Differences. New York: Routledge.

Pencak, S. (2021). Team Diversity or Team Synergy? Retrieved from Silvia Pencak: https://silviapencak.com/team-diversity-or-team-synergy/

If you have ever been apart of a leadership team, then you know that managing change is difficult. Most people do not like change because it requires us to get outside of our normal routine, which can be uncomfortable. This is a pain point in most organizations no matter how great the leader is. Now imagine the increased difficulty of trying to implement organizational change in a global organization with a diverse work force that you must understand to be able to properly navigate their concerns. For instance, many of you reading this blog are in the United States of America while we have, “American management techniques that are based on American values and assumptions, managers for other countries do not necessarily have such values and assumptions- at least they may not place as as much emphasis or importance on them.” (Abramson & Moran, 2018, p. 87)

To help navigate global organizational change, we can pair Bandura’s social learning theory with Schein’s planned change theory. Bandura’s social learning theory includes 4 steps- attention, retention, motivation, and reproduction. (Pennsylvania State University, 2021) In this process, the person is doing the learning sees a behavior and replicates it, while also modifying it to match their own experiences and desires. Schein’s planned change theory includes 3 stages- unfreezing, changing, and refreezing. (Pennsylvania State University, 2021) A leader is responsible for motivating people to want to change, this is a simple process to help others understand that you don’t want to erase who they are, but to update the current version of themselves. By utilizing the 4 steps in social learning we can create a give and take where leaders/employees/ coworkers can replicate and learn from each other. This helps to provide understanding both ways and build more trust. At the same time we are using social learning, we are unfreezing known personal structures, changing , and refreezing to lock in what we have learned from our counterparts.

Just as important as the process of following these models to a better understanding of each other to implement organizational change, is regularly reviewing whether or not our attempts are successful. In an article about Conversation organizations configured for adaption to global change, it was stated that, ” Conservation organizations also need to assess the effectiveness of different activities for managing impacts of global change. For an organization to learn what management approaches work best, staff must be encouraged to explore different ways of achieving conservation goals, and to report the successes and failures that result.” (Armsworth et al., 2015, p. 164) To be success in any venture, you must keep short accounts on what is working and what isn’t in addition to what tweaks can be made to the process to optimize connection and communication.

I have seen both these models in action and can tell you first hand that by first using the social learning theory and planned change theory in getting to know your employees and coworkers, you can then use the same models to implement change. John C. Maxwell, a famous leadership author, once said, “You have to touch a heart before you can ask for a hand.” I believe this to be true in a setting like this. Connecting virtually across many different demographics, regions, and countries can be tough. So make it easier on yourself by taking time to understand each other and using the same model to implement organizational change.

Thanks for Reading!

References

Abramson, N., Moran, R., (2018). Managing Cultural Differences. 10^th edition. Routledge. New York, NY. P.203-204

Pennsylvania State University (2021). Lesson 5: Social Learning–OLEAD 410. [Online course lesson]. Retrieved from: https://psu.instructure.com/courses/2146712/modules/items/32847672

Pennsylvania State University (2021). Lesson 5: Learning and Change in a Global Setting –OLEAD 410. [Online course lesson]. Retrieved from: https://psu.instructure.com/courses/2146712/modules/items/32847674 

For many of us, communication is an important part of our daily lives. Communication is simply the exchange of information between individuals (PSU, 2021 para 4). When individuals are communicating, they must send, receive, and process information which is known as the human communication process (Shockley-Zalabak, 2015). There are many different variations of the communication process but, a general model is “an idea is generated by one person, shaped into a message, and sent by the person to another person, who then receives the message, interprets it, and generates his or her own idea” (PSU, 2021 para 5). Even though the general communication model seems simple there are still many errors that occur within the communication process.

For example, when individuals are sending and receiving messages, they have a natural tendency to make biased judgements about the information they are processing (Bazerman & Moore, 2013). There is also the issue of language barriers, misinterpretation and so on. Another communication error is known as egocentrism which is an “inability to take on other people’s perspectives” (PSU, 2021 para 5). The issue with egocentrism is if individuals are not able to see another person’s perspective it is difficult to see what that person needs or wants (PSU, 2021 para 5). For instance, when sending an e-mail to a co-worker it is difficult to determine the sender’s tone of voice because an e-mail lacks the senders’ nonverbal cues such as gestures. Therefore, the receiver may perspective the message differently than what the sender was trying to convey in his or her message. As a result, this is can led to miscommunication because the sender uses his or her perspective in how they believe the receive will perspective the message.

I personal experience of mine is when I was communicating with a new client via e-mail. A colleague of mine had referred this client to me so I expecting either a phone call or e-mail. After a few days this client reached out me via e-mail requesting some documentation. However, the e-mail was in all capital letters. I initially thought to myself why is this client yelling at me. After I responded and gave the client their documentation, I just brushed it off and thought well maybe this person was having a bad day. However, over the next few weeks every time this client would contact me, they always used capital letters and I began to think this person did not like me. I should note the only communication I have had with this client was only e-mails. I finally decided to give my client a call just to check in with them and during our conversation the client mentioned they are not very tech savvy and they have hard time seeing when they type so they use capital letters. I immediately said to my client “that makes so much sense now because I thought you were always yelling me”. While we did get a good laugh out of the mis- understanding it goes to show how easy people perspective messages differently.

Unfortunately, there is not one solution that will fix all the communication errors in which we face daily. However, as leaders one of the first steps we can do during the communication process is to understand and recognizing any bias that we have of our own. This can be accomplished by working in teams because there will be multiple perspectives which can help reduce any biases (PSU, 2021).

References

Bazerman, M. H., & Moore, D. A. (2013). Judgment in managerial decision making (8th ed.). Hoboken, NJ: John Wiley & Sons, Inc.

Pennsylvania State University. (2021). Global communication. [Lecture notes]. Canvas @ PSU. https://psu.instructure.com/courses/2146712/modules/items/32847665

Shockley-Zalabak, P. (2015). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values (9th ed.). Boston, MA: Pearson