1

TalkTech Solutions
Empowering Voices, Driving Engagement

Team Coordinator - Diya Saraf

Short term solutions expert - Samantha Garcia
Long term solutions expert - Jada Watkins
Upward network solutions expert - Sarah Fierson

Communication Audit Proposal Submitted for Consideration to

the HMO Sales Technology and Information Group
 2

Summary of case facts

● Background of STIG:

○ Comprises a team including a manager, one senior analyst, four analysts, and

two data coordinators.

○ Employees require technical and business knowledge, along with strong

communication abilities.

● Communication Assessment:

○ An external communication analyst was hired to review the group's

communication practices, highlighting significant issues.

● Internal Communication Problems:

○ One-on-one meetings:

■ Intended to occur biweekly for project reviews and issue discussions.

■ Frequently canceled by the manager, leading to frustration and

information delays among staff.

○ Staff meetings:

■ Also scheduled biweekly, these meetings are lengthy and generally not

well-received by the team.

■ The agenda is set by the manager and only made available at the

meeting time, causing preparation difficulties.

■ Meetings often exceed their planned duration and sometimes include

topics that seem irrelevant to the team's core responsibilities.

○ Written communication:
 3

■ Dominated by email, which is used for most interactions between the

manager and team members.

■ While efficient for some purposes, this approach can be ineffective for

discussions needing detailed or nuanced communication.

● External Communication Issues:

○ Interdepartmental communication with sales and services:

■ Reports from the sales and services department indicate problems with

the timeliness, clarity, and accuracy of information provided by STIG.

■ The manager of STIG is primarily responsible for this aspect of

communication but seems to fall short of expectations.

Identification of communication problems

● Cancellation of One-on-One Meetings: The manager regularly cancels biweekly

one-on-one meetings with staff members. This leads to frustration among employees

who have prepared information to discuss with the manager, only to find out that the

meetings are canceled. As a result, critical information is not communicated on time

or at all, impacting team productivity and effectiveness.

● Staff Meetings: Biweekly staff meetings, which are two hours long, are dreaded by

most staff members.The agenda for staff meetings is not distributed until the time of

the meeting, leaving staff members unprepared to discuss specific topics effectively.

Staff meetings often exceed the planned duration and include topics that are not

relevant to the team's core responsibilities, indicating a possible lack of focus and

efficiency in these gatherings.

 4

● Overreliance on Written Communication: While email is timely and efficient for

certain types of communication, there's an overreliance on it for discussions that

might be better suited for face-to-face interactions, potentially leading to

misunderstandings or insufficient resolution of complex issues.Although email

communication can be timely, it may not always be the most appropriate channel for

certain topics that require immediate verbal or nonverbal feedback. This overreliance

on written communication can hinder effective collaboration and problem-solving

within the team.

● Interdepartmental Communication Problems: The sales and services department

has reported that information from STIG is often not delivered in a timely or clear

manner, which can hinder the ability of other departments to make informed decisions

and execute their tasks efficiently. There are occasional complaints about the accuracy

of the information provided by STIG, which could affect the trust and reliability

between departments and impact the overall effectiveness of the HMO's operations.

This indicates a breakdown in communication between the STIG group and other

departments, which can lead to misunderstandings, delays, and inefficiencies in cross-

functional collaboration.

Insights from Organizational Communication Theory

● Information Richness Theory: Information richness theory is a communication

theory that suggests that the effectiveness of communication is influenced by the

amount and depth of information that can be transmitted through a communication

channel. Rich media are capable of conveying more cues, allowing immediate
 5

feedback, and handling complex messages more effectively. In the case of STIG, the

overreliance on email—a less rich medium for complex and nuanced discussions—

illustrates a mismatch between the communication medium and the task

requirements. Facilitating more face-to-face interactions or utilizing video

conferencing could enhance the richness of communication for complex issues.

● Social Presence Theory: Social presence theory suggests that media differ in the

degree of social presence they offer, which is the feeling of personal, sociable

interaction. The frequent cancellation of one-on-one meetings and the impersonal

nature of predominantly email-based communication likely diminish social presence,

leading to a lack of personal connection and understanding. Increasing social

presence through regular, reliable face-to-face meetings could foster better

relationships and communication effectiveness.

● Organizational Culture Theory: Organizational culture impacts how

communication is perceived and executed within an organization. The described

communication practices suggest a culture that may not fully support open, timely,

and effective communication. Encouraging a culture that values clear, direct, and

respectful communication can help address underlying issues. This might involve

leadership training, the establishment of clear communication norms, and the

implementation of feedback mechanisms to ensure these norms are followed.

● Systems Theory: The theory highlights how STIG's internal communication

breakdowns and its inefficient interactions with other departments are symptomatic of

deeper systemic problems, reflecting the interdependence of various organizational

components. It suggests that solutions should not be isolated but rather holistic,
 6

addressing the flow of information, feedback mechanisms, and the management of

subsystem interactions across the entire organization. By fostering a culture of

openness, adaptability, and continuous feedback, STIG can enhance its

communication processes, leading to improved efficiency and effectiveness not just

within the team, but across the entire health maintenance organization.

● Crisis Communication Theory: The dissatisfaction among staff members and

complaints from other departments represent communication crises within the

organization. These crises require strategic communication interventions to address

underlying issues, rebuild trust, and restore organizational effectiveness.The theory

underscores the importance of having clear communication strategies that can be

activated in times of need. It suggests that STIG should develop a contingency plan

for communication disruptions, like the frequent cancellations of meetings and the

reliance on less effective communication mediums. This involves establishing clear

protocols for urgent communications, ensuring that important information is shared

timely and accurately, and fostering a culture of openness and trust.

Short-Term Solutions

These targeted measures are designed to swiftly address and mitigate the immediate issues,

laying the groundwork for sustained improvement and more effective team dynamics.
 7

● One on One Meetings

- The manager will not cancel bi-weekly meetings

- Each staff member must be able to review projects and issues through one - on - one

meetings.

- For any one-on-one meeting that the manager needs to cancel, an immediate

rescheduling should be done, ensuring that the meeting takes place within the same

week. This approach minimizes disruptions and shows the team that their input is

valued.

- The manager needs to focus on their time management and trust with employees

- The reason why certain messages are not being communicated in a timely manner or

at all is because the manager cancels one-on-one meetings last minute

● Staff Meetings

- The manager should start sending out meeting agendas at least 48 hours in advance.

This simple step will allow team members to prepare for discussions, gather

necessary information, and contribute more effectively during the meeting.

- Enforce a strict policy of starting and ending meetings on time. Use a timer if

necessary to keep the meeting on track and ensure that it does not exceed the

scheduled duration. If all topics are not covered, schedule follow-up discussions

instead of extending the meeting.

- The manager must organize specific on-topic conversations to show professionalism

and strict management during the staff meetings

● Written Communication

- Encourage the manager to evaluate the nature of each communication to decide the
 8

most effective channel. For complex or sensitive matters that require immediate

feedback or discussion, face-to-face meetings or video calls should be preferred over

emails.

- To supplement one-on-one and staff meetings, the manager can initiate a weekly

update email summarizing key accomplishments, updates, and critical information

that needs to be shared with the entire team. This practice can help keep everyone

informed, especially if a meeting has to be postponed or canceled.

● Open Office Hours

- The manager could set aside one or two hours each week where they're available for

unscheduled drop-ins from any team member. This approach encourages open

communication and allows team members to address urgent issues without waiting

for the next scheduled one-on-one meeting.

● Interdepartmental Communication

- The manager must work on their time management and clarity when sending emails

to other departments such as the sales and services dept.

- Short-term, the manager should schedule a meeting with the heads of the sales and

services departments to openly discuss the communication issues and seek feedback

on how the STIG can provide better support. This direct approach can quickly clarify

expectations and improve the accuracy and timeliness of information exchange.

● Additionally:

- Before each meeting, the manager must release an agenda at least 3 days prior with

clear vocabulary and specific topics that will be touched on during the meeting.

- Implement a simple feedback mechanism after each meeting, allowing team members
 9

to anonymously provide suggestions for improvement. This can be done through a

short digital survey. This feedback can be invaluable for adjusting and improving

communication practices over time.

● Initial Team Meetings

- Meeting with Senior Analyst to discuss the current state of projects, gather feedback

on team dynamics, and strategize on improving communication within the team and

with other departments.

- Meeting with data coordinators to understand their challenges in supporting the

analysts and to emphasize their critical role in the information flow within and

outside the team.

- For each meeting, the agenda should include:

1. Review of Current Projects and Challenges: Understanding the current

workload and any obstacles the team members are facing.

2. Discussion on Communication Practices: Gathering feedback on the current

communication issues and suggestions for improvement.

3. Strategies for Improvement: Brainstorming and agreeing on specific actions

that can be taken to improve communication immediately.

Long-Term Solutions

These solutions are not just about fixing today's issues but are aimed at reshaping the

communication culture within the Sales Technology and Information Group for years to come.
 10

Slogan: Empowering Voices, Driving Engagement

● Hire an Assistant Manager

- Recruit an assistant manager to help manage workload distribution, ensure

communication consistency, and foster closer team relationships. this role would

serve as a pivotal bridge between the manager and the rest of the team, helping to

distribute workload more effectively, maintain the regularity of one-on-one and staff

meetings, and ensure that communication does not falter due to managerial

overcommitment. The assistant manager can also focus on fostering closer team

relationships by being more accessible for day-to-day concerns and facilitating a

smoother flow of information within the team and across departments.

● Smaller Department Meetings

- There should be smaller department meetings at least once a month to ensure that any

communication that should be face to face can be addressed. Meeting agendas need to

be set out at least 24 hours in advance so that staff members can prepare.

● Continuous Improvement Process

- Implementing a continuous improvement process for communication involves

establishing regular check-ins specifically focused on evaluating and refining

communication practices. This could be achieved through quarterly reviews where the

team assesses the effectiveness of current communication tools, meetings, and

processes, and identifies areas for improvement. Feedback from these sessions should

be actively used to adjust and evolve strategies, ensuring that the team's

communication framework remains agile and responsive to changing needs

● Comprehensive Training Program

 11

- Developing a comprehensive training program requires identifying core competencies

in communication, conflict resolution, and project management that are critical for

the team's success. These training modules should be made available to all team

members, with new hires going through this training as part of their onboarding

process. Regular refresher courses should also be scheduled to keep these skills sharp.

The goal is to equip every team member with the tools they need to communicate

effectively, manage conflicts constructively, and lead projects efficiently.

● Culture of Openness and Feedback

- Fostering a culture of openness and feedback starts with leadership. The manager

should lead by example, openly discussing both successes and failures, and

encouraging team members to do the same. Regular feedback sessions, both formal

and informal, should be encouraged, with mechanisms in place to ensure that this

feedback is constructive and acted upon. Creating a safe space for dialogue ensures

that issues can be addressed before they escalate, fostering a more cohesive and

supportive team environment.

● Advanced Collaboration Tools

The adoption of advanced collaboration tools involves evaluating the current

technological landscape and identifying platforms that offer superior integration, user-

friendliness, and functionality. Once selected, the team should receive training on how to

effectively use these tools to enhance communication. Regular updates and workshops

can ensure the team is making the most of these technologies, with feedback loops in

place to assess their impact on team productivity and communication.

 12

Upward Network Solutions

These solutions are designed to improve the flow of communication from team members to

management and higher levels of the organization, ensuring that valuable insights and concerns

are effectively relayed and addressed.

● Monthly Manager-Staff Feedback Sessions:

- The first upward network for STIG that we have come up with is Monthly Manager-

Staff Feedback Sessions. Monthly feedback sessions would offer a formal place for

employees to communicate opinions and concerns about different processes within

STIG. Employees could give opinions anonymously through a chatbox, with a

manager monitoring the responses. The manager can then use their input to identify

areas for improvement and alter communication techniques accordingly. This method

promotes an open communication culture and indicates a commitment to addressing

employee problems, thereby increasing team trust and morale.

● Agenda Collaboration for Staff Meetings:

- The second upward network is establishing a collaborative agenda-setting approach

for biweekly staff meetings to ensure relevant and compelling subjects for the entire

team. By rotating agenda-coordinating responsibilities among team members,

everyone can share their ideas and guarantee that their projects and concerns are

addressed at meetings. Distributing the finalized agenda in advance also encourages

team members to attend meetings prepared with what will be discussed, resulting in

more productive discussions and minimizing the likelihood of meetings running over

time. This technique allows team members to take control of the meeting agenda,
 13

fostering a sense of inclusivity and responsibility inside the Sales Technology and

Information Group.

● Interdepartmental Liaison Program:

- The final upward network we came up with is the creation of a liaison role within

STIG for the sales and services department to improve collaboration and information

exchange. This liaison, nominated for their interpersonal skills and expertise of both

departments, would act as a link between STIG and the sales and services

departments, ensuring that information is transmitted effectively and promptly. By

scheduling regular check-ins between the liaison and the STIG manager, any issues or

feedback from the sales and services department can be addressed immediately,

fostering a proactive approach to resolving communication challenges and promoting

a more cohesive working relationship between departments.

Limitations of Proposed Solutions

This section aims to shed light on the inherent constraints of the proposed solutions and the

challenges they may not fully address.

● Resource Constraints

- The implementation of new systems, hiring of additional personnel, and development

of training programs all demand significant resources. In situations where budget,

time, or manpower is limited, it might not be feasible to fully realize all proposed

solutions. This report does not delve into detailed resource allocation or financial
 14

planning, as such considerations require a deeper analysis of the organization's

priorities and capabilities beyond the communication focus.

● Technological Adaptation and Integration Challenges

- Introducing advanced collaboration tools and feedback systems is pivotal in

modernizing communication. However, the integration of new technologies can be

fraught with challenges, from technical glitches to user resistance. These solutions

assume a level of technological readiness and willingness to adapt that may not be

present. Specific IT infrastructure improvements and user training programs are

necessary but fall outside the immediate purview of this communication-focused

report.

● Resistance to Change

- While the proposed solutions aim to enhance communication through structured

meetings, technology, and direct feedback channels, they may face resistance from an

entrenched organizational culture that is hesitant to embrace new ways of working.

Changing a culture requires more than just implementing new tools or processes; it

necessitates a shift in mindset and values across the organization. Addressing this

limitation goes beyond the scope of communication strategies and requires a

comprehensive change management approach, involving leadership commitment,

employee engagement, and potentially, external consultancy.

● Time Constraint

- Addressing time constraints involves recognizing the significant investment required

to implement the proposed communication improvements effectively. This challenge

is particularly acute in environments where immediate results are prioritized over

 15

long-term benefits. Implementing new processes, training staff, and adjusting to new

technologies all demand time—not just in terms of hours spent but also in allowing

for the natural adaptation period.

Summary and Conclusion

After a thorough examination of the challenges and proposing tailored solutions for the Sales

Technology and Information Group (STIG), it is clear that a strategic implementation of

communication practices is imperative. Our proposal includes a blend of direct and strategic

interventions aimed at revitalizing the communication landscape within STIG.

Starting with short-term solutions like ensuring the reliability of one-on-one meetings, advancing

preparation for staff meetings, and enhancing the effectiveness of written communication, our

approach promises swift improvements in daily interactions and workflow efficiency. Coupled

with long-term strategies such as fostering a culture of openness, integrating advanced

communication technologies, and refining interdepartmental communication, we set the stage for

a transformative journey towards a more collaborative and dynamic work environment. The

introduction of an assistant manager and the focus on upward-network solutions further

exemplify our commitment to creating a robust framework for continuous improvement and

employee empowerment.

In closing, the adoption of our comprehensive strategy by HMO signifies more than just an

investment in solving communication issues within STIG; it represents a pivotal step towards

nurturing a culture of innovation, transparency, and mutual respect across the organization. We

are confident that implementing these changes will not only address the current communication
 16

challenges but also push STIG towards achieving its strategic objectives and enhancing its

contribution to HMO's overarching mission. Our team firmly believes in the potential of this

proposal to create a lasting impact on the organization's efficiency and workplace harmony,

urging HMO to embrace this opportunity for transformation.