Crisis Communication: Power and Ethics

Extract

[...] This behavior favors the lack of concrete exchange. They are in a posture of superiority. Communication becomes a tool of power rather than a tool that promotes dialogue. This game is intensified when the director excludes the representative of the personnel by ridiculing him. The concept of group dynamics by Lewin indicates that the director affirms his authority. This behavior breaks the regulation of the group and installs a negative climate based on fear. The HR manager shares an ethical message but her interventions are interrupted. [...]

[...] For a future communicator, I believe that my loyalty must be ethical before being hierarchical. I think that communication is a tool that, if used well, should serve team cohesion and not become a manipulation tool. I cannot imagine hiding the truth, as it would go against my principles. I think adopting the same assertive approach as Roger would be a good idea. A sincere message is conveyed through a communication marked by empathy. Adopting the role of mediator helps to restore trust. As Wiener points out, we also prioritize feedback from experience. [...]

[...] We observe that the communication is descending within the meeting. The director monopolizes the word and decides alone on the conduct to be taken and the message to be conveyed. He exercises an authoritarian management as illustrated by the Lasswell schema. It is a communication without real exchange. Also, the sounds of the communication give indications on the dynamics of the group. The non-verbal of the collaborators shows that they do not share the director's opinion. They are tense and uncomfortable. Some laugh ironically. [...]