Chapter 1: Organizational Communication and Behavior
Chapter 1 Learning Objectives
After reading this chapter, you should be able to do the following:
- Define organizational behavior (OB) and explain its relevance to individual, team, and organizational performance.
- Analyze the importance of OB in understanding workplace dynamics and improving organizational effectiveness.
- Develop strategies to optimize personal learning and engagement throughout the course using evidence-based techniques.
- Identify and evaluate key research methods used in the study of OB, including qualitative, quantitative, and mixed-method approaches.
- Assess current challenges and opportunities in the field of OB, and explore how they shape future organizational practices.
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Section 1.1: College Textbook Revolution
Open Educational Resources (OER) textbooks have significantly influenced higher education, the publishing industry, and student debt over the years. OER provides free or low-cost access to textbooks, research materials, and course content, ensuring that students are not restricted by financial limitations (Giovanni, 2025). This is particularly beneficial for students from backgrounds who might otherwise struggle to afford traditional textbooks.
OER materials can be adapted by instructors to better suit their courses, making learning more engaging and relevant (Paluch, 2025). Students also benefit from interactive and multimedia-rich resources that enhance comprehension. By removing financial and accessibility barriers, OER is creating a more equitable and effective learning environment. OER textbooks have improved accessibility and affordability for students, reducing financial barriers to education. Studies indicate that OER adoption enhances student success metrics, including higher course completion rates and improved grades (Colvard, et. al., 2018). Additionally, institutions have increasingly integrated OER into their curricula, fostering innovation in teaching and learning (Morris, 2019).
Traditional textbook publishers have faced challenges due to the rise of OER. The dominance of a few major publishers has led to high textbook costs, but OER disrupts this model by providing free or low-cost alternatives (Seid and Bhattarai, 2020).
The cost of textbooks has historically contributed to student debt, with prices rising significantly over the years (Morris, 2019). OER has alleviated some of this burden by eliminating or reducing textbook expenses, particularly benefitting low-income students (Colvard et al, 2018). As a result, students can allocate their financial resources toward tuition and other essential expenses.
OER continues to reshape the educational landscape, making learning more equitable and financially sustainable.
Traditional textbook publishers have had to adapt to the rise of OERs, and their responses have varied. Some publishers have integrated OER into their offerings, creating hybrid models that combine free open resources with paid premium content (McKenzie, L, 2018). Others have developed subscription-based digital platforms to complete with OER by offering lower-cost alternatives to traditional textbooks (Flinn and Openo, 2024). However, tensions exist between publishers and the OER community, as some publishers have been accused of “white-washing”—using the term “open” without fully embracing the principles of OER (Stacy, 2018). Despite these challenges, publishers are finding ways to remain relevant by offering customizable course materials, digital learning tools, and inclusive access models that ensure students receive materials at reduced costs (Flinn and Openo, 2024). The landscape continues to evolve as OER gains traction in higher education.
How Students Can Make a Difference for Other Students
College students have more power that they often realize when it comes to challenging the high costs of textbooks. By organizing and advocating for Open Educational Resources (OERs)– free, openly licensed materials– they can help shift institutional norms and save thousands of dollars for themselves and their peers.
1. Raise Awareness Among Students
- Host info sessions or workshops explaining what OERs are and how they benefit students.
- Share personal stories about the financial burden of textbook costs to humanize the issue.
- Use social media campaigns to spotlight the price disparities and promote OER alternatives.
2. Engage Professors Directly
- Request OERs during syllabus planning. Ask professors to consider OERs before finalizing course materials (tip: textbook adoptions are completed the semester before they are used.)
- Provide examples of high-quality OERs in their subject area to make the transition easier.
- Highlight academic studies showing OERs improve student outcomes and retention.
3. Mobilize Student Government and Campus Organizations
- Pass resolutions urging departments to prioritize OER adoption.
- Collaborate with library staff to expand course reserves and curate OER collections.
- Create textbook exchanges or lending programs as interim solutions while pushing for systemic change.
4. Push for Institutional Policy Change
- Lobby for OER grant programs that incentivize faculty to redesign courses using open materials. (Tip: this text was revised as the result of receiving a teaching leave [sabbatical]).
- Advocate for OER inclusion in tenure and promotion criteria, recognizing the effort involved in creating or curating open content.
- Demand transparency in textbook selection processes and challenges the use of costly access codes that expire.
5. Use Data to Strengthen Your Cases
- Conduct campus surveys to document how textbook costs affect academic performance and financial stability.
- Present findings to administrators and faculty committees to build urgency and support.
6. Protect Student Data
- Push back against digital materials that require access codes and collect personal data.
- Advocate for OERs as a privacy-friendly alternative.
References
Nagle, C., & Vitez, K. (2020). Fixing the broken textbook market: Second edition. U.S. PIRG Education Fund. Fixing the Broken Textbook Market
Section 1.2 Understanding Organizational Communication and Behavior
Learning Objectives
After reading this chapter, you will be able to :
- Identify key sections of the book and explain how each contributes to understanding organizational communication and behavior.
- Define core concepts and describe how organizational communication and behavior function within various workplace settings.
- Analyze real-world examples to evaluate the impact of organizational communication and behavior on workplace effectiveness.
- Apply relevant strategies to workplace scenarios and reflect on how they support personal development and career advancement.
Stockcake – public domain
About This Book: Communication Is the Work
In today’s organizations, communication is not just a means to coordinate—it is the very process through which organizing happens (Putnam & Nicotera, 2009; Weick, 1995). This book explores how people shape and are shaped by their workplaces through a unified lens of Organizational Communication and Behavior (OCaB). Rather than treating communication and behavior as separate domains, we adopt an integrated framework that reflects how meaning-making, identity, and action coalesce in organizational life.
Organizations are increasingly fluid, distributed, and digitally mediated. The rise of hybrid work and remote teams has transformed how people collaborate, build trust, and maintain culture across virtual platforms (Singla, 2024; Tsipursky, 2024). Communication now occurs across asynchronous channels, algorithmic workflows, and virtual meetings—requiring new norms, intentional leadership, and inclusive practices.
This book also centers intersectionality and identity as essential dimensions of organizational experience. People bring multifaceted identities—race, gender, ability, class, sexuality—that shape how they are perceived, included, and empowered at work (Crenshaw, 1989; Ashcraft & Mumby, 2004). We explore how organizations can move beyond surface-level diversity to foster belonging, equity, and psychological safety across intersecting identities.
Moreover, we examine how AI and algorithmic decision-making are reshaping communication, culture, and workflows. From predictive analytics to automated performance reviews, algorithms are now co-actors in organizing (Gulbrandsen & Just, 2024; Florea & Croitoru, 2025). This book critically engages with the ethical, relational, and communicative implications of AI, emphasizing transparency, human-centered design, and inclusive data practices.
Throughout, we draw on real-world examples—from startups to global NGOs—to illustrate how people make their workplaces work. Whether navigating ambiguity, leading change, or building inclusive teams, this book equips you with the vocabulary, frameworks, and critical thinking skills to thrive in today’s organizational landscape.
What Is Organizational Communication and Behavior?
Organizational Communication and Behavior (OCaB) refers to the integrated study of how individuals and groups construct meaning, interact, and influence organizational life through both verbal and nonverbal communication and behavioral processes. Rather than treating communication and behavior as separate domains, contemporary scholarship views communication as the very mechanism through which organizing occurs (Putnam & Nicotera, 2009; Weick, 1995). This perspective, often referred to as communication as organizing, emphasizes how people co-create structures, norms, and cultures through everyday interactions.
OCaB draws from multiple disciplines—including psychology, sociology, economics, political science, and communication studies—to understand phenomena such as motivation, leadership, team dynamics, and organizational culture. For example, psychological theories help explain individual differences in personality and decision-making, while sociological frameworks illuminate group processes and power relations. Increasingly, scholars also incorporate critical and interpretive approaches to examine how identity, language, and power shape organizational realities (Ashcraft & Mumby, 2004).
A key development in the field is the recognition of intersectionality—the idea that individuals experience organizational life differently based on overlapping identities such as race, gender, ability, and class (Crenshaw, 1989). Research shows that inclusive communication practices and equitable organizational structures are essential for fostering belonging and psychological safety (Frame, 2012; Pittman, 2025).
OCaB also reflects the changing nature of work. The rise of hybrid and remote teams has introduced new challenges and opportunities for collaboration, trust-building, and leadership across digital platforms (Tsipursky, 2024). Communication now occurs across asynchronous channels, algorithmic workflows, and virtual spaces—requiring intentional strategies to maintain cohesion and clarity.
Moreover, AI and algorithmic decision-making are reshaping organizational behavior. Algorithms increasingly influence hiring, performance evaluation, and workflow management, raising questions about transparency, bias, and human agency (Gulbrandsen & Just, 2024; Polzer, 2023). Scholars advocate for ethical and communicative approaches to AI integration that prioritize employee voice and organizational values.
OCaB matters because it equips individuals to navigate complexity, lead inclusively, and adapt to evolving organizational contexts. Whether analyzing individual behavior, team dynamics, or organizational systems, this field provides the tools to understand and shape the future of work.
Workplace Strategy Pack: Tools for Thriving in Modern Organizations
Workplace Strategy Pack
Workplace Strategy Packs appear throughout this book. They indicate a tool that you can try out today to help you develop your OCaB skills.
Throughout this book, you’ll encounter features from the Workplace Strategy Pack—a curated collection of actionable strategies designed to help you navigate the evolving world of work. These strategies are meant to be practical, adaptable, and relevant across your career journey. Some will be immediately useful, while others may resonate more deeply as your roles and responsibilities shift. That’s the beauty of a strategy pack: it’s modular, expandable, and always available when you need it.
In today’s dynamic organizational environments, the ability to communicate effectively, collaborate across difference, and adapt to change is more valuable than ever. Research shows that individuals who develop a broad repertoire of interpersonal and strategic skills are more likely to thrive in hybrid teams, lead inclusive initiatives, and contribute meaningfully to organizational culture (Richmond, 2025; Tsipursky, 2024). These capabilities are increasingly recognized as core competencies in the modern workplace.
The more strategies you master—from active listening and feedback loops to digital collaboration and personal branding—the more impactful your interactions will be. Organizations competing for top talent reward individuals who demonstrate agility, emotional intelligence, and strategic thinking (Michaels, Handfield-Jones, & Axelrod, 2001). Education and continuous learning remain key drivers of career success. For example, in 2006, individuals with a college degree earned 62% more than those with only a high school diploma (U.S. Bureau of Labor Statistics, 2006), and that gap has widened in the knowledge economy.
Management expert Tom Peters encourages professionals to think of themselves as brands—unique, evolving, and strategically positioned (Peters, 1997; Peters, 2004). The Workplace Strategy Pack includes tools to help you build that brand, manage your learning, and stay relevant in a world shaped by digital transformation, algorithmic workflows, and diverse organizational cultures.
Inside Edge: Navigating the Hidden Challenges of the Workplace
Insider Edge
Insider Edge appears throughout this book. They indicate a tool that you can try out today to help navigate the dark side of organizational life.
In addition to the Workplace Strategy Pack, which offers curated, research-informed strategies for thriving in today’s evolving world of work, this textbook introduces a new feature: the Insider Edge.
The Insider Edge is designed to help students and employees confront the dark side of organizational life—the moments when communication breaks down, power is misused, or workplace culture becomes toxic. These situations are often subtle, emotionally charged, and ethically complex. They may involve harassment, exclusion, micromanagement, bias, or manipulation—issues that are rarely addressed openly but deeply affect employee well-being and organizational effectiveness.
The Insider Edge provides:
- Realistic scenarios based on organizational communication research
- Actionable strategies for navigating ethical dilemmas, power dynamics, and psychological safety challenges
- Empowerment tips to help individuals protect their integrity and voice
- Scholarly references to support critical thinking and evidence-based decision-making
Organizational communication isn’t just about collaboration and clarity—it’s also about resilience, ethics, and survival. By learning to recognize and respond to toxic dynamics, students develop the emotional intelligence and strategic thinking needed to lead with integrity and advocate for healthier workplaces.
The Insider Edge encourages students to ask:
- What does ethical communication look like under pressure?
- How do I protect myself and others when systems fail?
- How can I use communication to challenge injustice and rebuild trust?
Together, the Workplace Strategy Pack and Insider Edge offer a balanced view of organizational life—one that prepares students not just to succeed, but to lead with courage and compassion.
Workplace Strategy Pack
Skill Survival Kit
- Continuously Refresh Your Skillset: Treat your career like a living portfolio—update, expand, and reinvent your capabilities every few years to stay relevant in fast-changing industries (Peters, 2004).
- Develop Signature Strengths: While versatility is valuable, cultivating deep expertise in one area—whether it’s data storytelling, inclusive leadership, or digital facilitation—can make you indispensable (Michaels, Handfield-Jones, & Axelrod, 2001).
- Navigate Ambiguity with Curiosity: Embrace uncertainty as a space for innovation. Sensemaking and adaptive communication are key to thriving in complex, hybrid environments (Weick, 1995; Tsipursky, 2024).
- Build Strategic Relationships: Networking today means cultivating authentic, reciprocal connections across platforms and industries. These relationships often lead to unexpected collaborations and opportunities (Richmond, 2025).
- Stay Tech-Curious: You don’t need to chase every app or gadget, but understanding emerging technologies—like AI, virtual collaboration tools, and algorithmic systems—helps you anticipate shifts in communication and workflow (Gulbrandsen & Just, 2024).
- Practice Reflective Learning: Use journaling, feedback loops, and peer dialogue to track your growth and recalibrate your goals. Reflection is a strategic skill, not just a personal habit (Putnam & Nicotera, 2009).
- Lead with Inclusive Awareness: Recognize how identity, culture, and power dynamics shape organizational life. Equip yourself with strategies for equity, accessibility, and belonging (Crenshaw, 1989; Ashcraft & Mumby, 2004).
A key step in building your OCaB skills is to learn the language of OCaB. Once you understand a concept, you are better able to recognize it. Once you recognize these concepts in real-world events and understand that you have choices in how you will react, you can better manage yourself and others. An effective tool you can start today is journaling, which helps you chart your progress as you learn new skills. For more on this, see the OCaB Toolbox below.
Workplace Strategy Pack
Journaling as a Developmental Tool
- What is journaling in today’s workplace? Journaling is a reflective practice that involves regularly documenting thoughts, emotions, decisions, and experiences. In organizational contexts, it serves as a strategic tool for enhancing self-awareness, emotional intelligence, and professional growth (Paulise, 2023; Freeman-Sanderson, 2024).Why does journaling matter now? In hybrid and high-paced work environments, journaling helps professionals process ambiguity, clarify goals, and track progress. It’s not just about emotional release—it’s about cultivating insight and intentionality. Research shows that expressive writing improves emotional regulation, reduces stress, and boosts cognitive performance (Baikie & Wilhelm, 2005). It also strengthens leadership competencies such as empathy, focus, and communication (Caruso & Salovey, 2004).How do I get started?
- Choose a format that fits your workflow—digital apps, cloud-based documents, or a physical notebook.
- Set aside 10–15 minutes daily or weekly for uninterrupted reflection.
- Use prompts like:
- What challenged me today?
- What patterns am I noticing in my communication?
- What progress have I made toward my goals?
- Review entries periodically to identify trends, celebrate wins, and recalibrate strategies.
- Consider integrating journaling into team practices—such as post-project reflections or leadership development programs—to foster shared learning and psychological safety (Holland, 2023).
- Pro tip: Journaling doesn’t have to be perfect. It’s a space for clarity, creativity, and growth. Whether you’re navigating a career pivot, managing a team, or building your personal brand, journaling can be your strategic companion.
OCaB: Beyond Assumptions
A common question students ask is whether organizational communication and behavior (OCaB) is just “common sense.” The short answer is no—and here’s why. OCaB is a rigorous, interdisciplinary field that systematically examines how people communicate, collaborate, and make decisions in organizational settings. While some concepts may feel intuitive, research consistently shows that relying on gut instincts or personal experience alone can lead to inaccurate conclusions (Bazerman & Moore, 2022). Our brains are wired to notice certain patterns and ignore others, and the way information is presented—its framing—can dramatically influence how we interpret it (Tversky & Kahneman, 1981).
OCaB scholars use evidence-based methods to explore how communication shapes organizational life. This includes studying how teams make decisions, how power and identity influence workplace dynamics, and how digital tools—from Slack to AI—impact collaboration and culture (Putnam & Nicotera, 2009; Gulbrandsen & Just, 2024). The field draws from psychology, sociology, communication studies, and management science to build frameworks that help us understand not just what happens at work, but why it happens—and how to improve it.
For example, decision-making research shows that people often rely on mental shortcuts, or heuristics, that can lead to bias or error (Bazerman & Moore, 2022). That’s why OCaB emphasizes critical thinking and the importance of ruling out alternative explanations. Just because something “feels right” doesn’t mean it’s supported by evidence. Understanding organizational behavior requires more than personal experience—it requires curiosity, reflection, and a willingness to engage with complex ideas.
So if you find yourself surprised by the results of a quiz or case study, that’s a good thing. It means you’re beginning to see that OCaB is not just about what we think we know—it’s about uncovering what’s really going on beneath the surface.
Putting Assumptions to the Test
Please answer the following 10 questions by noting whether you believe the sentence is true or false. After completing the exercise, review the answers and explanations to see how well you understand organizational communication and behavior. (You may check your answers with your instructor.)
- Brainstorming in a group is more effective than brainstorming alone. _____
- The first 5 minutes of a negotiation are just a warm-up to the actual negotiation and don’t matter much. _____
- The best way to help someone reach their goals is to tell them to do their best. _____
- If you pay someone to do a task they routinely enjoy, they’ll do it even more often in the future. _____
- Pay is a major determinant of how hard someone will work. _____
- If a person fails the first time, they try harder the next time. _____
- People perform better if goals are easier. _____
- Most people within organizations make effective decisions. _____
- Positive people are more likely to withdraw from their jobs when they are dissatisfied. _____
- Teams with one smart person outperform teams in which everyone is average in intelligence. _____
Discussion Questions
- What types of organizations have you worked with—whether formal employment, internships, volunteer work, or clubs? How did those experiences shape your understanding of workplace communication, group dynamics, and organizational behavior?
- Based on what you’ve learned about Organizational Communication and Behavior, which specific skills—such as adaptability, inclusive collaboration, emotional intelligence, or digital facilitation—do you believe are most essential for being an effective contributor today?
- Organizational Communication and Behavior operates across multiple levels. What are these levels, and how might analyzing individual behavior versus team processes versus organizational structures lead to different insights or solutions?
- Have you ever used journaling in an academic, personal, or professional setting? If so, what impact did it have on your thinking, growth, or emotional clarity? Do you see journaling as a relevant strategy for navigating hybrid work, team collaboration, or career planning?
- How do you plan to make use of the Workplace Strategy Pack in this book? Which strategies feel most immediately helpful, and how might you track or reflect on your development over the term using tools like journaling or discussion prompts?
Section 1.3: Understanding Learning Preferences and Multimodal Learning Strategies
Learning Objectives
- Identify Key Dimensions of Learning Preferences and Their Workplace Relevance.
- Assess and Reflect on Personal Learning Style Through Diagnostic Tools.
- Apply Targeted Learning Strategies That Align with Individual Preferences.
- Explore Integrative Techniques to Expand Learning Flexibility Across Modalities.
Learning Preferences and Multimodal Learning Strategies
StockCake – Free Digital Brain Glows Image | Download at StockCake – CC BY 4.0A
In today’s dynamic workplace, understanding individual learning preferences is increasingly vital for effective organizational communication. Research in 2025 highlights how multimodal learning strategies—those that integrate visual, auditory, and kinesthetic elements—can enhance employee engagement and performance, especially in hybrid and digitally mediated environments (Khandelwal & Upadhyay, 2025). As organizations adopt more personalized and tech-enabled communication tools, recognizing how employees absorb and process information becomes a strategic advantage. Visual learners tend to thrive in environments where information is presented through charts, infographics, and structured documents. These individuals often prefer asynchronous communication formats such as email, slide decks, or dashboards that allow them to process content at their own pace. In contrast, auditory learners benefit from verbal exchanges, including brainstorming sessions, podcasts, and team huddles. They are more likely to engage deeply during live meetings or collaborative discussions, where tone and verbal nuance play a key role (Schapmann & Bellamy, 2023).
Kinesthetic learners, meanwhile, prefer hands-on experiences and active participation. In professional settings, they may respond best to interactive workshops, simulations, or collaborative project-based tasks. These learners often excel when communication is embedded in action—such as prototyping, role-playing, or using digital whiteboards to co-create solutions (Griffin, 2024).
Modern organizations are increasingly leveraging AI-driven tools and immersive technologies to accommodate these diverse styles. For example, intelligent voice assistants (IVAs) and augmented reality platforms are being used to support auditory and kinesthetic learners by enabling real-time feedback and interactive guidance (Yin & Wu, 2025). Meanwhile, personalized dashboards and data visualizations cater to visual learners by presenting complex information in digestible formats.
Understanding and applying multimodal strategies not only improves individual learning outcomes but also fosters inclusive communication cultures. When employees can engage with content in ways that align with their preferences, they are more likely to contribute meaningfully, retain information, and collaborate effectively across teams.
References
Griffin, T. (2024). 5 communication styles in the workplace: Examples and types. https://thomasgriffin.com/communication-styles/
Khandelwal, K., & Upadhyay, A. K. (2025). Emerging technologies and organizational communication: Envisioning the future of work. Frontiers in Communication, 10. https://doi.org/10.3389/fcomm.2025.1602251
Schapmann, S., & Bellamy, B. (2023). Modern communication styles for a diverse workforce. Lyra Health Blog. https://www.lyrahealth.com/blog/communication-styles/
Yin, Y., & Wu, L. (2025). Intelligent voice assistants and employee wellbeing: A study of internal communication in ICT sectors. Frontiers in Communication, 10. https://doi.org/10.3389/fcomm.2025.1602251
What Is Your Preferred Learning Modality?
Take the following online learning style quiz to find out what type of learner you are:
Discussion Questions
- Were you surprised by the results of your learning style quiz or self-assessment? Reflect on what felt expected versus unexpected. How does this insight help you think differently about how you approach learning and communication tasks?
- How does your preferred learning style shape your academic and professional choices? Consider how your style affects the kinds of classes, projects, or workplace communication formats (e.g., written docs, verbal collaboration, hands-on labs) you gravitate toward.
- Apply a few multimodal learning strategies tailored to your preferences this week. Try techniques such as visual mapping, verbal rehearsal, or interactive engagement aligned with your dominant style. What worked well? What felt challenging?
- Now that you understand your dominant style, how might you develop more flexibility across other styles? Explore ways to stretch your learning by intentionally incorporating methods outside your comfort zone—like journaling for verbal learners or flowcharts for kinesthetic types. What steps could help you strengthen these complementary skills?
Section 1.4: Understanding Organizational Communication Research
Learning Objectives
- Recognize and apply key terminology used in organizational communication and behavior research, including concepts like reliability, validity, correlation vs. causation, and triangulation.
- Identify and evaluate the spectrum of OB research methods, such as surveys, case studies, field experiments, laboratory studies, and meta-analysis—alongside emerging approaches like autoethnography, discourse analysis, and digital ethnography.
- Understand mixed methods and action research as mainstream, practice-oriented methodologies that integrate qualitative and quantitative data to address complex organizational issues.
- Demonstrate awareness of transparency, data ethics, and responsible research practices, especially when conducting surveys, collecting measurements, and working with human subjects in organizational settings.
- Explore critical and reflexive approaches to OB research, including feminist, postcolonial, and other theoretical lenses that examine power dynamics and promote inclusive inquiry in the workplace.
Organizational Communication and Behavior Research Methods
Organizational communication and behavior (OCaB) research has evolved into a multidisciplinary and methodologically diverse field. Scholars now embrace mixed methods and action research as mainstream approaches, combining quantitative rigor with qualitative depth to address complex organizational phenomena (Creswell & Plano Clark, 2018; Coghlan, 2019). These methods allow researchers to explore not only what is happening in organizations but also how and why, often in collaboration with practitioners to drive meaningful change.
Surveys remain a foundational tool for gathering data on attitudes, behaviors, and perceptions. However, contemporary researchers emphasize data ethics, transparency, and informed consent—especially when collecting sensitive information or using digital platforms (Markham & Buchanan, 2012). Measurement validity and reliability are still critical, but scholars now also consider cultural and contextual relevance when designing instruments. For example, Likert-scale surveys may be supplemented with open-ended questions or follow-up interviews to capture nuance and avoid oversimplification.
Field studies have expanded beyond traditional experimental designs to include longitudinal ethnographies, organizational interventions, and participatory action research. These approaches prioritize ecological validity and stakeholder engagement, often involving employees in co-creating solutions to workplace challenges (Bradbury-Huang, 2010). Rather than simply testing hypotheses, field researchers now aim to foster learning and transformation within organizations.
Laboratory studies continue to offer controlled environments for testing specific variables, such as decision-making under pressure or team dynamics. However, researchers are increasingly cautious about generalizing lab findings to real-world settings. Ethical considerations—such as psychological safety and informed participation—are paramount, especially when simulating sensitive scenarios like conflict or termination.
Case studies remain a powerful method for exploring organizational complexity. Modern case research often integrates multiple data sources—interviews, documents, observations—and applies theoretical triangulation to enhance credibility. While generalizability is limited, case studies offer rich insights into context-specific practices, especially in global or cross-cultural settings (Yin, 2018).
Meta-analysis continues to be a valuable tool for synthesizing findings across studies. Recent meta-analyses in OCaB have examined topics such as leadership effectiveness, employee engagement, and psychological safety, offering evidence-based guidance for practitioners (Hülsheger et al., 2013). Researchers now use advanced statistical techniques to account for publication bias and heterogeneity across samples.
Emerging qualitative methods are reshaping the field. Autoethnography allows researchers to reflect on their own organizational experiences, offering personal and cultural insights into workplace dynamics (Ellis et al., 2011). Discourse analysis examines how language constructs power, identity, and meaning in organizational texts and conversations (Fairclough, 2013). Digital ethnography explores online organizational spaces—such as Slack channels or virtual onboarding platforms—where culture and communication unfold in real time (Varis, 2016).
Finally, critical research approaches challenge dominant narratives and expose systemic inequities in organizational life. These include feminist, postcolonial, and critical race methodologies that interrogate how structures of power and privilege shape communication, leadership, and inclusion (Ashcraft & Mumby, 2004; Allen, 2017). Critical scholars advocate for reflexivity, transparency, and social justice in both research design and dissemination.
Together, these methods reflect a vibrant and evolving field—one that values rigor, relevance, and responsibility in understanding how people communicate and behave at work.
Discussion Questions
- Develop a workplace-related hypothesis—for example, “Employees with flexible work arrangements report higher levels of job satisfaction.” Considering today’s diverse research approaches (e.g., surveys, digital ethnography, or action research), which method or combination of methods would best help you test this hypothesis and why?
- Have you applied any Organizational Communication and Behavior research methods such as surveys, field studies, or discourse analysis in academic or professional settings? If not, what steps can you take to become more familiar—such as participating in research projects, exploring autoethnographies, or critically analyzing organizational case studies?
- For instance, a job engagement scale that produces consistent results when administered to the same group of employees over time. What contributes to its reliability?
- Think of a performance evaluation tool that accurately captures employee effectiveness by aligning with role-specific criteria. How do you know the measure truly assesses what it claims to?
- How can ethical data collection, transparent methodology, and the use of control groups or longitudinal designs help you determine whether a relationship—such as between goal-setting and performance—is merely correlational or genuinely causal?
Section 1.5: Trends and Changes
Learning Objectives
- Identify contemporary challenges in Organizational Communication and Behavior (OCB), including digital surveillance, misinformation, algorithmic bias, data responsibility, and the impact of technical fatigue and digital well-being on employee engagement and communication.
- Analyze emerging opportunities in OCB, such as leveraging multigenerational diversity, fostering inclusive cultures that support neurodiversity, integrating sustainability through climate communication and corporate social responsibility (CSR), and adapting ethically to evolving global and technological landscapes.
Challenges and Opportunities in Organizational Communication and Behavior
The modern workplace is shaped by a dynamic interplay of global trends, technological innovation, and shifting social values. Organizational communication scholars emphasize that these forces present both challenges and opportunities for individuals and institutions navigating today’s complex environments (Keyton, 2014). From ethical dilemmas to sustainability practices, the evolving landscape demands adaptive, inclusive, and transparent approaches to organizational behavior.
Ethical Challenges in the Digital Age
Ethical decision-making in organizations has grown more complex with the rise of digital technologies, artificial intelligence, and algorithmic management. While historical scandals such as Enron and WorldCom prompted regulatory responses like the Sarbanes-Oxley Act, contemporary concerns extend far beyond financial misconduct. Today’s ethical challenges include algorithmic bias, digital surveillance, misinformation, and data responsibility (Tsamados et al., 2022). AI-powered systems used for hiring, performance tracking, and promotion decisions can unintentionally reinforce systemic inequities if not designed and monitored ethically. Moreover, constant monitoring through keystroke tracking, facial recognition, and productivity software can erode trust and psychological safety in the workplace (Kumari & Yadav, 2023).
Organizations must cultivate cultures of transparency, informed consent, and ethical data stewardship. This includes implementing human oversight in algorithmic decisions, ensuring fairness in digital monitoring, and promoting open communication about surveillance policies. Ethical leadership and organizational climate play a pivotal role in shaping these norms (Volpone et al., 2022).
Workplace Strategy Pack
Take an Ethics-at-Work Audit
Ethical behavior in the workplace isn’t just about avoiding scandal—it’s about making thoughtful, responsible choices every day. This audit invites you to reflect on how ethics shows up in your communication, leadership, and decision-making, especially in digitally mediated environments.
- Do you integrate ethics into your daily decisions at work or school? Ethics isn’t just about big dilemmas—it’s embedded in how we communicate, collaborate, and respond to pressure. Consider how transparency, fairness, and respect guide your everyday choices.
- Do you take the “front page” test when making decisions? Imagine your decision being publicly shared. Would you feel confident explaining it? This test helps you evaluate reputational risk and accountability in a digital age where information spreads fast.
- Do you role model ethical behavior in your communication? Ethical cultures are shaped by visible actions. Are your emails, meetings, and digital interactions consistent with the values you want others to emulate?
- Do you consider equity in how rewards and recognition are distributed? Pay gaps, favoritism, and opaque promotion criteria can erode trust. Reflect on whether your organization’s reward systems promote fairness and inclusion.
- Have you held or participated in a “risk brainstorm”? Invite colleagues to identify ethical blind spots—such as algorithmic bias, surveillance practices, or misinformation risks. This proactive approach can surface hidden vulnerabilities before they escalate.
- How does your organization handle data responsibility and digital privacy?
- Are there clear policies around AI use, employee monitoring, or communication transparency?
- Do you feel empowered to speak up when ethical boundaries are crossed?
References:
Callahan, D. (2004). The cheating culture: Why more Americans are doing wrong to get ahead. Harcourt Books.
Toffler, B. L. (2003). Five ways to jump-start your company’s ethics. Fast Company. Retrieved May 4, 2008, from Fast Company article. https://www.fastcompany.com/magazine/75/5ways.html
Treviño, L. K., Weaver, G. R., & Reynolds, S. J. (2006). Behavioral ethics in organizations: A review. Journal of Management, 32(6), 951–990. https://doi.org/10.1177/0149206306294258
Tsamados, A., Aggarwal, N., Cowls, J., Morley, J., Roberts, H., Taddeo, M., & Floridi, L. (2022). The ethics of algorithms: Key problems and solutions. AI & Society, 37, 215–230. https://doi.org/10.1007/s00146-021-01154-8
Kumari, K., & Yadav, A. (2023). Digital surveillance, trust, and retention: Ethical tensions in algorithmic management. International Journal of Research Publication and Reviews, 6(6), 1–12.
Sustainability, Climate Communication, and CSR
Sustainability has become a central concern for organizational behavior, with climate communication and Corporate Social Performance (CSP) emerging as key components of responsible business practices. Organizations are increasingly expected to engage in transparent dialogue about their environmental impact and to align their operations with global sustainability goals (Etzion & Ferraro, 2010). Climate communication involves not only reporting emissions and energy use but also fostering employee engagement around green initiatives. CSP reflects a company’s commitment to ethical, social, and environmental responsibilities, often influencing stakeholder trust and brand reputation.
Neurodiversity, Digital Well-being, and Technical Fatigue
Inclusive organizational climates now recognize neurodiversity as a valuable dimension of workforce diversity. Rather than expecting neurodivergent individuals to conform to neurotypical norms, progressive organizations adapt their environments to support varied cognitive styles and strengths (Volpone et al., 2022). This includes accessible communication strategies, flexible work arrangements, and training that promotes understanding of conditions such as autism spectrum disorders (ASD), attention-deficit/hyperactivity disorder (ADHD), and dyslexia.
Simultaneously, the rise of remote work and digital collaboration has introduced concerns around digital well-being and technical fatigue. Employees report increased stress, burnout, and disengagement due to constant connectivity, excessive screen time, and fragmented communication (Dudek, 2022). Organizations must balance technological efficiency with human-centered design, offering tools and policies that support mental health and sustainable digital engagement.
Workplace Strategy Pack
Evaluating a Dubious Source Linked to a Reputable One
Step-by-Step Strategy
- Check the Author, Not Just the Host Even reputable platforms host guest content, blogs, or opinion pieces. Look into the author’s credentials, affiliations, and publication history. Are they an expert in the field or just using the platform’s reach?
- Assess Editorial Oversight Was the content peer-reviewed, fact-checked, or editorially vetted? Scholarly journals and official reports go through rigorous processes—personal blogs or op-eds on the same site may not.
- Analyze the Purpose and Tone Is the piece informative, persuasive, or promotional? Reputable sources sometimes publish advocacy content, which may reflect bias even if it’s well-written.
- Trace the Claims Follow citations and links. If the source makes bold claims, can you find them supported in independent, peer-reviewed literature? If not, that’s a red flag.
- Consider the Date and Context Even reputable sources can become outdated or shift editorial standards over time. A once-respected outlet may now publish lower-quality content due to changes in ownership or mission.
Red Flags to Watch For
| Red Flag | Why It Matters |
|---|---|
| Lack of citations or vague sources | Suggests poor research or unsupported claims |
| Emotional or sensational language | Often used to manipulate rather than inform |
| Anonymous authorship | Reduces accountability and transparency |
| Conflicts of interest | May skew the content toward a particular agenda |
Harvard University. (n.d.). Evaluating Sources. Harvard Guide to Using Sources. Retrieved from https://usingsources.fas.harvard.edu/evaluating-sources-0
Purdue OWL. (n.d.). Evaluating Digital Sources. Retrieved from https://owl.purdue.edu/owl/research_and_citation/conducting_research/evaluating_sources_of_information/evaluating_digital_sources.html
Purdue OWL. (n.d.). General Guidelines for Evaluating Sources. Retrieved from https://owl.purdue.edu/owl/research_and_citation/conducting_research/evaluating_sources_of_information/general_guidelines.html
UTEP Connect. (2017, March). 4 Ways to Differentiate a Good Source from a Bad Source. The University of Texas at El Paso. Retrieved from https://www.utep.edu/extendeduniversity/utepconnect/blog/march-2017/4-ways-to-differentiate-a-good-source-from-a-bad-source.html
Johns Hopkins University Library. (n.d.). Evaluating Information. Retrieved from http://guides.library.jhu.edu/evaluatinginformation
UC Berkeley Library. (n.d.). Evaluating Resources. Retrieved from http://guides.lib.berkeley.edu/evaluating-resources
Georgetown University Library. (n.d.). Evaluating Internet Content. Retrieved from http://www.library.georgetown.edu/tutorials/research-guides/evaluating-internet-content
University of Washington Libraries. (n.d.). Strategies for Evaluating Information: Key Criteria. Retrieved from https://sites.uw.edu/libugr/topics/evaluating-information/strategies-for-evaluating-information-key-criteria/
Multigenerational Dynamics, Millennials, and Gen Z
The American workforce is undergoing a profound demographic transformation, marked by the simultaneous aging of Baby Boomers and the rise of Millennials and Generation Z. As Baby Boomers (born 1946–1964) continue to retire in record numbers, organizations face both a talent gap and an opportunity to reimagine workplace culture. By 2030, workers aged 55 and older are projected to represent nearly a quarter of the U.S. labor force, while Millennials (1981–1996) and Gen Z (1997–2012) will comprise the majority of new entrants (Jaqua & Karkas, 2024).
This generational shift presents unique challenges in communication, collaboration, and leadership. Research shows that each generation brings distinct preferences shaped by their formative experiences. Baby Boomers often value face-to-face interaction and formal communication, while Millennials prefer structured feedback and digital tools. Gen Z, as digital natives, lean toward real-time, informal exchanges via instant messaging and social platforms (Manoj, 2023; Maurer, 2025). These differences can lead to miscommunication and tension if not proactively addressed.
Organizational communication scholars emphasize the importance of intergenerational empathy and flexible communication strategies. Rather than relying on stereotypes, effective leaders tailor their messaging to the audience, recognizing that preferences may vary not only by generation but also by role, context, and individual personality (Tulgan, 2025). For example, a Gen Z employee may prefer Slack for quick updates but expect formal email communication when interacting with senior leadership.
Multigenerational teams also offer rich opportunities for knowledge exchange and innovation. Older workers bring institutional memory and mentorship potential, while younger employees contribute fresh perspectives and technological fluency. Organizations that foster inclusive climates—where all generations feel valued and heard—report higher engagement and performance (Bailey & Owens, 2020).
To navigate these dynamics, companies are investing in cross-generational training, reverse mentoring programs, and inclusive leadership development. Communication is central to these efforts, as it shapes how employees learn, collaborate, and respond to feedback. Ultimately, embracing generational diversity as a strength—rather than a barrier—can unlock creativity, resilience, and long-term success.
Global Trends and Workforce Dynamics
Other ongoing trends include lack of engagement, global interconnectivity, multigenerational dynamics, and outsourcing. Millennials and Gen Z employees often prioritize purpose-driven work, flexibility, and ethical leadership, prompting organizations to rethink traditional management styles. Outsourcing and global staffing strategies require culturally competent communication and inclusive practices to ensure cohesion across diverse teams.
Insider Edge
Rethinking Trust in Reputable News Sources
Objective
To equip students with the critical thinking and communication strategies needed to evaluate media credibility, especially when traditional sources like CNN and Fox News no longer seem as trustworthy.
Why It Matters
In organizational communication, information credibility is foundational to decision-making, collaboration, and public trust. When trusted media sources are questioned, it can lead to information silos, polarization, and communication breakdowns—both in personal and professional contexts. Understanding how to critically assess sources helps students become adaptive communicators who can navigate complex information environments with confidence.
Strategy Toolkit
Use these organizational communication strategies to evaluate and respond to shifting perceptions of media credibility:
- Source Triangulation Compare multiple sources across ideological spectrums to identify consistent facts and divergent framing.
- Message Framing Analysis Apply framing theory to assess how language, tone, and structure influence perception (Entman, 1993).
- Organizational Transparency Assessment Evaluate the transparency of a news outlet’s editorial process, corrections policy, and funding sources.
- Media Literacy Practices Use tools like the CRAAP Test (Currency, Relevance, Authority, Accuracy, Purpose) to assess source quality.
- Dialogic Communication Engage in open, respectful dialogue with peers about media bias and credibility to foster shared understanding (Kent & Taylor, 2002).
Empowerment Tip
Don’t retreat—reframe. Discovering that a trusted source may be biased or incomplete isn’t a dead end—it’s an invitation to become a more discerning communicator. Use this moment to build your own information ecosystem grounded in critical thinking, diverse perspectives, and ethical inquiry.
References
Entman, R. M. (1993). Framing: Toward clarification of a fractured paradigm. Journal of Communication, 43(4), 51–58. https://doi.org/10.1111/j.1460-2466.1993.tb01304.x
Kent, M. L., & Taylor, M. (2002). Toward a dialogic theory of public relations. Public Relations Review, 28(1), 21–37. https://doi.org/10.1016/S0363-8111(02)00108-X
Metzger, M. J., & Flanagin, A. J. (2013). Credibility and trust of information in online environments: The use of cognitive heuristics. Journal of Pragmatics, 59, 210–220. https://doi.org/10.1016/j.pragma.2013.07.012
Potter, W. J. (2010). The state of media literacy. Journal of Broadcasting & Electronic Media, 54(4), 675–696. https://doi.org/10.1080/08838151.2011.521462
Discussion Questions
- Reflect on a workplace or academic ethical dilemma you’ve encountered or observed. Consider how elements like surveillance, algorithmic decision-making, misinformation, or lack of data responsibility might have played a role. How could ethical leadership and transparent communication have changed the outcome?
- Explore the impact of technology and globalization on your professional and personal life over the last decade. Have you experienced algorithmic fatigue, digital well-being concerns, or benefits from remote collaboration and global connectivity? How have these shaped how you learn, work, or communicate?
- Debate the future of business sustainability: Is the rise in climate communication, corporate social responsibility (CSR), and green innovation a passing trend or a necessary evolution in organizational behavior? What evidence or personal experiences support your view?
- Evaluate multigenerational dynamics in the workplace. With Baby Boomers retiring and Gen Z entering the workforce, do you see this transition as a risk to organizational stability or as a chance to embrace diversity and knowledge exchange? How might this demographic shift influence your own career trajectory?
Section 1.6: Spotlight
Maintaining Core Values in St. Louis: Frisella Landscape Group and Legacy 1106
Frisella Landscape Group and Legacy 1106 are two standout small businesses in the St. Louis area that not only delivery exceptional service but also preserve their distinct identities through a clear, values-driven approach. Both organizations demonstrate how small companies thrive by remaining closely aligned with their principles– even as they adapt to broader economic and cultural shifts.
Frisella Landscape Group, with deep roots in the region since 1953, has built its reputation on more than just striking outdoor designs. Their mission revolves around integrity, continuous improvement, and leading with heart. This strong internal compass helps the company maintain a cohesive culture that permeates every employee interaction, client relationship, and decision they make. Similarly, Legacy 1106 is a consulting firm that puts community empowerment at the forefront. Founded to support local entrepreneurs– especially in underserved communities– Legacy 1106 focuses on integrity, collaboration, and education as pillars of their work. Their commitment to people over profit keeps them grounded and connected to their clients.
Maintaining autonomy allows both companies to operate on their own terms. For Frisella, this means prioritizing craftsmanship and relationship-building over high-volume production. Legacy1106 uses its independence to advocate for small businesses without the red tape of large corporations. Autonomy gives them the flexibility to make fast decisions, be transparent with clients, and nurture a team environment where values like trust and service are more than corporate slogans– they’re actionable daily commitments.
Globalization presents both opportunity and complexity for these businesses. For Frisella, it may mean sourcing materials from broader markets or staying current with global design trends while still embracing their local roots. For Legacy 1106, globalization raises new questions about how to position their clients in increasingly interconnected and competitive markets. Yet both companies respond not by diluting their identities, but by reinforcing their uniqueness– offering authenticity in a global sea of sameness.
However, upholding values doesn’t make their job free of challenges. Employees at both companies may occasionally face ethical dilemmas– like balancing a client’s unrealistic expectations with honesty, or navigating partnerships that may not align with the company’s ethos. There may also be tension between delivering quick results and maintaining quality or resisting pressure to scale in ways that could compromise their mission. In those moments, a strong internal culture acts as a guidepost, helping staff choose principle over confidence.
Ultimately, Frisella Landscape Group and Legacy 1106 show that staying small and intentional isn’t a limitation– it’s a strategic advantage. They use their autonomy to uphold values that not only attract loyal customers but also shape a healthier, more sustainable business model. Their stories serve as a blueprint for any organization seeking purpose alongside profit.
References
Frisella Landscape Group (n.d.) Core values. Frisella Landscape Group. Retrieved June 24, 2025 from https//frisellalandscapegroup.com/core-values/
Legacy 1106. (2024, August 8). Business profile: How Legacy 1106 is empowering small businesses in St. Louis, MO. St. Louis Argus. Retrieved June 24, 2025, from https://stlargusnews.com/business-profile-how-legacy-11060is-empowering-small-businesses-in-st-louis-mo/
Discussion Questions
- What benefits might result from becoming a part of a small organization?
- What are the benefits of maintaining the autonomy of a small company?
- How does globalization affect Frisella and Legacy 1106’s business strategies?
- What ethical dilemmas might employees at Frisella Landscape Group and Legacy 1106 face during their day-to-day experience?
Section 1.7: Conclusion
Conclusion
This chapter is designed to familiarize you with the concept of organizational behavior. We have covered methods organizations might use to address issues related to the way people behave at work. In addition, you should now be familiar with the large number of factors, both within an individual and within the environment, that may influence a person’s behaviors and attitudes. In the coming years, society is likely to see a major shift in the way organizations function, resulting from rapid technological advances, social awareness, and cultural blending. OB studies hope to enhance an organization’s ability to cope with these issues and create an environment that is mutually beneficial to the company as well as its employees.
Section 1.8: Exercises
Section 1.8: Individual Exercise
Personal Action Plan for Developing Organizational Communication Skills
Organizational communication is more than theory—it’s a set of skills that shape how you lead, collaborate, and influence. In this assignment, you will create a personal action plan to develop your organizational communication competencies over the next semester. This plan should reflect your unique goals, challenges, and learning style.
Assignment Instructions
Part 1: Self-Assessment (1–2 pages)
Reflect on your current communication strengths and areas for growth. Consider:
- How do you typically communicate in group settings?
- What feedback have you received from peers, professors, or supervisors?
- Which organizational communication skills (e.g., active listening, conflict resolution, persuasive messaging, intercultural awareness) do you feel confident in? Which need improvement?
Part 2: Goal Setting (1 page)
Set 3 SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) related to improving your organizational communication skills. Example:
“By the end of the semester, I will improve my conflict resolution skills by practicing structured dialogue in at least three group projects.”
Part 3: Strategy Design (2–3 pages)
Outline the strategies and resources you will use to achieve your goals. Include:
- Specific activities (e.g., joining a campus organization, attending workshops, practicing with peers)
- Communication models or theories you’ll apply (e.g., Shannon-Weaver Model, Dialogic Theory, Situational Leadership)
- How you’ll measure progress (e.g., journaling, peer feedback, performance reviews)
Part 4: Reflection & Commitment Statement (1 page)
Write a brief reflection on why developing these skills matters to you personally and professionally. End with a commitment statement affirming that this plan is your own original work and will be executed without assistance from AI tools.
Group Discussion
Best Job–Worst Job
- Please think about the best and worst jobs you have ever had. If you have never had a job, think of a school project instead. What made the job or project great or horrible?
- Now get into a small group of students and share your experience with them. Listen to what others are saying and see if you see any themes emerge. For example, what are the most common features of the best jobs? What are the most common features of the worst jobs?
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