COMMUNICATION

Cultural Communication and Creativity

Joshua Watton

Siena Heights University

LDR630-OB: Org Culture & Communication

David Lucas, Ph.D.

December 04, 2022

Cultural Communication and Creativity

Introduction

Communication and creativity can often be direct products of culture. From the

professional world to communities of all kinds, culture is what defines and emboldens these

communities to thrive and grow. Studying organizational culture leads to aspects such and

leadership, communications, and creativity. To better understand how these aspects tie together,

analysis of organizations and what strengthens of hinders them is necessary.

Literature review

Whetten and Cameron describe four conceptual blocks that commonly overcome

effective developing managers. Problem solving is often hindered due to these four conceptual

blocks. These four blocks consist of constancy, commitment, compression, and complacency.

Constancy - This block describes the negative side of consistency, where there is stagnancy with

lack of creative methods in thinking. This is due to ways of thought that remains unchangeable

naturally, and from comfort in thinking in certain ways. While consistency has its place in

leadership, organizational communication, and following through with plans, there can be

problems when there is a resistance to change and moldability.

Commitment – Consistency shows its effective side when this block comes into the dialogue.

Commitment is described by Whetten as the collective mode in which a population gathers

likeminded goals or obligations and commits to change them for the better. Unfortunately,

commitment is often resisted without properly having the information needed on shared goals

during problem solving. This block is corrected by communicating shared points of view and

having a clear vision.

Compression – Compression is the block which involves conceptual compression of

information. Simply put, this is where there is decision making based on portions of information,

while missing important data. Seeing the bigger picture can have its strength, but carefully

calculated and strategized decisions cannot be made while being misinformed or having

construed ideas about a problem. Having basic assumptions or thinking inside the box only, are

sure ways to find oneself within this block of compression.

Complacency – Whetten and Cameron describe this block as the intentional or subconscious

practice of mental laziness, fear, ignorance, or insecurity. Complacency is the act of refusal to

change or challenge oneself. There are many reasons this block may occur individually or

collectively however, there are many ways to overcome this block. Practice of inquisitive

thinking is often the way toward becoming naturally curious and bold toward problem solving.

Analysis

Blocks in the decision-making process can occur for several reasons. Effective

organizations often falter on these aspects of performance due to underdeveloped skills and

organizational strength. In an article on the building of organizational culture based on creativity

and innovation Martins writes that “Values, norms and beliefs that play a role in creativity and

innovation can either support or inhibit creativity” (Martins, 2003). This article was largely

focusing on the finer details of what makes a strong organization and the tools necessary to

achieve creativity.

Communication is also as essential to culture as is creativity. Studies In a 2020 survey

study including 105 school principals Mayasari depicts that there is a direct correlation to

organizational culture and decision making. Likert scale questionnaire data showed various
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needs for principals in effective decision-making processes. Above all else, these surveys by and

large “proved that communication is the highest indicator impacting the principals’ decision

making” (Mayasari, 2020). What a study like this suggests is that organizational culture is

largely strengthened through quality communication. This communication boosts the overall

creative approach and culture for the schools and how they perform.

Another Study conducted on Cross-cultural communication can help to answer what

makes congruence and effective organizational culture work. Lewis writes in research on global

language and communication, how differences in communication across cultures helps determine

effectiveness in clarity. The models shown below display how communication within singular

cultural contexts arrive at clarity and messages received. This information shows us just how

drastically different language, culture, and creativity in communication can be (Lewis, 1999).

(Lewis, 1999)

In this example form German communication norms, “word base” is a term used for

speech examples to get a message across and received. While German norms tended to have
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direct language, simplistic listening and response, there is an emphasis on agreeability and

common foundations for truths or accepted complete thoughts and ideas. Conversation from the

next example shows a different methodology to conversational communication and how it too

arrives at shared clarity.

(Lewis, 1999)

This example from the UK is much more detailed in displaying the conversational style

between these people in context of their shared culture. “Don’t rock the boat” is a description to

show how this conversational style adds layers of subjects to help individuals find commonalities

or shared experiences to bring them together within the context. This looks drastically different

form the German style but brings the communicators to the same conclusion of clarity on the

given subject.

What this research on many different countries brings to the table is a wide array of

communicative forms. In understanding cross-cultural communication, this research prepares the

ideas that while communication forms are never ending in cultural contexts, there still can be
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positive conclusions in creative strategies. If the main goal between groups is to find clarity in

messaging, conversation, and communication in general, there are endless and optimistic

possibilities in achieving effective or creative solutions (Lewis, 1999).

Cross-cultural barriers are not evident in all organizations. Understanding differences

and the “blocks” in creativity help the organization to better hone their shared culture and they

can then progress from there. Leadership by and large is the next layer to help organizations

build communication, creativity, and culture.

Leadership and Solutions

Leaders must create organizational culture with shared vision and mission. Just as the

problem-solving blocks explain the need for creativity and culture, therein are the common

indicators for effective organizational practices. Leaders can incentivize and encourage

communications, and programs based on effective thinking. Quality, as an example, can boost an

organization’s effective practices with tools with monitoring that correct or display data based on

organizational progress. Quality improvement and incentive programs have been a business tool

for decades. Often in the form of technology products or expanded departments, systems of data

analysis and communications monitoring are brought into place to help improve performance

and results (Chiu, 2010).

Leaders are responsible for the successful connections of the organization. Chiu Writes

that Leadership is responsible for successful innovation. This innovation involves one or more

iterations of the following three stages: (i) authoring new ideas; (ii) selecting, editing, and

marketing new ideas; and (iii) acceptance of the new ideas in the market” (Chiu, 2010). Within
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the business model, organizations hold leadership responsible for their basic practices. In order

for the culture to become successful within the organization, proper leadership must develop

culture through innovation, creativity, and communications. In many Cases Leaders can utilize

the effective outlet of action plans.

Action Plan

In order to combat the creative blocks in communication and creativity, the action plan

below is highlighted as a leadership tool. Using another definition, Martins gives us an example

of effective organizational culture. “The determinants are strategy, structure, support

mechanisms, behaviour that encourages innovation, and open communication” (Martins 2003).

This action plan will help the organization to improve on communications and creative

outlets furthering the shared culture of the organization. The four ”Blocks” as defined by

Whetten and Connor are the subjects for the plan’s achievable goals.

I. Combatting Constancy

a. Strategy and Mission statement – “We all share the ability to learn and think

outside of the box”

i. Leadership develops Mission Statement to help guide the project

toward shared culture.

ii. A strategy of goals is put in place with deadlines of quarterly

assignments.

1. Number of meetings attended by assigned teams on solutions

2. Each team member shares with three others

II. Correlating Commitment

a. Teams develop projects on their commitment and personal work

i. Results on progress of projects shared with assigned teams quarterly

ii. Focus on how individual work helps achieve the Organizational

mission

III. De-compressing Compression

a. Teams Share quarterly inventories and total sales with organization.

b. Presents data alongside Organizational reports to display portion of whole

company

i. Presentations on other departments not previously affiliated in order to

see bigger picture

IV. Compromise Complacency

a. End of year Project on viewing other angles

i. Field trips to other departments

ii. Working with strangers / ice breaker exercises

iii. Developing ideas for others, presenting other’s work

This action plan is about allowing the organization to experience the blocks of

communications and how to work creatively, as a team, and how to break out of the “breaks” in

the way.

Application and Personal Experiences

In past jobs, I have experienced each of the “Blocks” in one form or another. I am a

creature of constancy, where I like to know what to expect each day and move through

comfortably. I tend to let this block stand in my way from time to time as I like to comfortable

practice my work and have things consistently reflect itself in how I perform. This stems form
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fear and avoidance of discomfort. I set daily goals to accomplish my tasks, but when things arise

unexpectedly, I struggle to think creatively, and accomplish from different angels. As a leader I

feel this came to me more than before. I have had to lean on others and use communication to

ask for help, delegate what I cannot achieve, and rely on communication to aide me instead of

deterring me.

Commitment is something That I have had to seek in some places of work. In a past job, I

was not the biggest fan of the leadership or the vision of the company. I didn’t place much faith

in the successes or the overall mission that the work aligned with. In order to get past these

blocks I chose to aim for success by communicating more with others and asking for advice on

how to better understand the work, and how to get along with others. The workplace culture

improved a lot more for me once I stepped out of my comfort zone and tried to see things from

other’s perspectives.

I once worked in a job where compression became a large issue. I was a quality

coordinator for a company that had me doing data entry and I used communication tools to

translate other’s work. For some time, I lacked the bigger picture and knowledge behind others

work, and it was frustrating to put together and decompress the little information I had. Asking

for help and for other perspectives isn’t always easy, but with patience and time I found creative

ways to do my data entry and see how other’s contributed. This got me out of the fog and helped

me realize what good was accomplished form my portion.

Complacency is the other block that can get in the way. I have recently been complacent

in my current job where I have lacked the drive to improve my department on timelines that

seem unachievable. Sticking ot older ways of performing, I found it was easier to maintain a

happier group, and we found ourselves snot achieving our assigned goals. To get out of this
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groove I chose to ask pothers to try creative ways to produce more or improve their timelines,

and it has inspired to try as well.

Conclusion

Communication and creativity truly tie into the overall aspects of culture. From the

organization to communities of all kinds, there are effective strategies to improve. Using

methods that combat specific blocks in creative and decision-making processes are inspiring in

the grand scheme of culture building. Community and shared experience can improve overall

shared culture as well. From what is gathered by the literature provided, and research conducted

by strong minds, it is clear that there is so much potential to studying leadership and how it can

impact organizational culture. Improving communication tools and strategizing with action plans

are beginning steps. I feel It is helpful to look for ways to inspire creativity and listen to other’s

views in my personal experience.

References

Chiu, C. Y., & Kwan, L. Y. (2010). Culture and creativity: A process model. Management and

Organization Review, 6(3), 447-461.

Lewis, R. D. (1999). Cross cultural communication: A visual approach. Transcreen Publications.

Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity

and innovation. European journal of innovation management.

Mayasari, L. I., & Kemal, I. (2020). Does Organisational Culture and Creativity Influence

Principal’s Decision Making?. International Journal of Innovation, Creativity and

Change, 14(2), 625-639.

Negus, K., & Pickering, M. J. (2004). Creativity, communication and cultural value. Sage.

Whetten, D. A., & Cameron, K. S. (2016). Developing management skills. Pearson.