ORGANIZATIONAL COMMUNICATION

Organizational Communication

Abstract

Yin-yang interplay characterizes the “chi theory of communication,” a newly emerged communication paradigm developed from a Chinese philosophy. Yin and yang themselves not only constitute dialectics but also contain very rich implications. This essay first introduces the chi theory of communication and compares them with some scientific and philosophical principles to facilitate the understanding of the theory. The article then proposes six assumptions, based on which six exemplary dialectics in organizations are discussed. Three theoretical implications are drawn from the discussion.

Organizational Communication

Introduction and Historical Background

Among communications in all contexts intra-personal, interpersonal, organizational, and societal organizational communication is the one in which dialectics is the most prominent. Viewed from the system perspective, interdependence is a definitive feature of organizations, which involve more direct communication partners, and more frequent communication than in other contexts. Also viewed from the system perspective, organizations characterize hierarchy, which creates numerous structural dialectical relationships, e.g., leaders-member opposites. Even though organizational leadership tends to tout unity or cohesiveness centering around organizational goal, organizations are inevitably fraught with dialectical relationships. The tension in these relationships is frequently fueled by inherent diversity in life backgrounds and vested interests of members, as well as inevitable dilemmas or quandaries both in tasks or relationships. (2001, Fairhurst)

From the viewpoint of Taoism, of which Lao Tzu was one of the earliest founding philosophers, all things are created by the interplay of yin and yang, which generates changes and creation. As far as communication is concerned, yin-yang interplay generates change and creates information - the basic element of communication. The epistemological perspective can well explain this generation process.

Given the prominence of dialectics in the organizational setting, dialectics merit more attention than it has received in the study of organizational communication. Dialectical theories have launched a half-century socio-political revolution through Marxism at the societal level, and have secured a well recognized theoretical territory in interpersonal communication studies after Baxter & Montgomery synthesized their research repost in a book. Dialectics is also studied in intercultural communication (Martin, Nakayama, & Flores, 2002). Yet, studies of dialectics in the organizational communication research have just been pioneered (2001, Fairhurst).

Discussion This study intends to focus the discussions on how the yin-yang dynamics in the East-Asian chi philosophy can generate energy flow in organizational communication. The dialectics of yin and yang has been theorized as capable of impacting chi/qi/ki in communication. This study will explain how this theoretical model can be applied to organizational communication studies.

The unique concept of "chi" (or "ki" as pronounced in Japanese and Taiwanese and spelled as "qi" in China), is commonly translated as "energy flow" in English. It originated from ancient Chinese philosophies of Taoism and Confucianism approximately 2500 years ago. It is omnipresent in languages of East Asian countries, though it is spelled or pronounced differently in each country. Its applications in daily lives, including communication, is ubiquitous in China, Korea, Japan, Taiwan, and Vietnam. For example, a Japanese book title, "Ki no bungka (The culture of chi)" somewhat reflects the pervasiveness ...