Improving Organizational Communication Through Long-Term Intergroup Intervention

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Abstract
Organizations may be conceptualized as a set of interacting groups, differentiated according to task, hierarchy, and demographic characteristics of the members. The frequency, accuracy, and utility of communication among groups within organizations affect and are affected by their boundary permeability and relationship mutuality. This study reports on the design, formulation, modification, and evaluation of a relatively new type of intergroup intervention-the creation of a "microcosm group" of 12 members from an organization of 250 members. Charged with improving communication among workgroups and hierarchical levels, the group was developed and maintained according to boundary and relationship concepts from open systems theory. It represented a microcosm of the system, which addressed problems raised by both employees and management, assisted in a survey feedback intervention, and survived concerns raised by the union, middle management, and leadership succession at the top of the organization. There is evidence that it substantially facilitated communication about difficult issues within the organization, earned more confidence from employees and management, and improved its own functioning over time. At the same time, the intervention was experienced as quite stressful and confiictful for all parties

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