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The Strategic Contingency Model:: An Integrated Framework To Manage The Complexity of Communication

The Strategic Contingency Model (SCM) provides an integrated framework for managing the complexity of communication. It analyzes situational factors like the audience, context, and sender, as well as design factors such as media choice and message content. By considering these situational and design factors, the SCM helps communication practitioners determine appropriate message orientations and craft effective strategic communication plans tailored to specific contexts.

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Emily Teo Goralewski
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497 views

The Strategic Contingency Model:: An Integrated Framework To Manage The Complexity of Communication

The Strategic Contingency Model (SCM) provides an integrated framework for managing the complexity of communication. It analyzes situational factors like the audience, context, and sender, as well as design factors such as media choice and message content. By considering these situational and design factors, the SCM helps communication practitioners determine appropriate message orientations and craft effective strategic communication plans tailored to specific contexts.

Uploaded by

Emily Teo Goralewski
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The Strategic Contingency Model:

an integrated framework to manage the complexity of communication

U Murfett, D Yew, & M Baker

Contingency Theory:
one way of managing complexity
Does not prescribe application of strict rules
Acknowledges that there is no one best way of
organizing, leading, making decisions
Decisions depend on variables contingencies
and on experience of practitioner
Contingency approach to communication

U Murfett, D Yew, & M Baker

The Strategic Contingency Model


(SCM)
Comm. outcome

Design factors

Situational
factors

What should the


audience think,
feel or do?

Media
Audience
Message

Message

orientations
Context
Sender

Feedback
U Murfett, D Yew, & M Baker

The SCM situational factors :


analyzing the audience

Some key questions:


Situational
factors
Audience
Message
orientations
Context
Sender

U Murfett, D Yew, & M Baker

Who are they? Primary/secondary


audience?
What is their cultural background?
What do they know/feel?
What questions do they want answered?
What pressures do they face?
How do they make decisions?
How is their relationship with the
sender?
What communication style are they
used to?
5

The SCM situational factors:


determining message orientations
Situational
factors
Audience
Message
orientations
Context

The competing values


communication framework
(CVCF):
What are the most important
orientations my message should
achieve?

Sender

U Murfett, D Yew, & M Baker

The SCM situational factors:


determining message orientations - CVCF

To build rapport,

To inspire,

generate trust

challenge, lead
Relational

Informational

Transformational

Promotional

To explain,

To sell,

describe

persuade

U Murfett, D Yew, & M Baker

The SCM situational factors :


analysing the context
Common ground shared by audience and

Situational

sender?

factors
Organizational culture and context?
Audience
Other contextual considerations?
Message
orientations

Geographical distance, time


urgency of

communication, technological,

Context

financial capabilities, audience

Sender

Timing of message?

U Murfett, D Yew, & M Baker

pressure /

size

The SCM situational factors :


analysing the sender

Situational
factors
Audience

Sender credibility (ethos)?


- initial credibility
- acquired credibility

Message
orientations

Sender appropriate?

Context
Sender

U Murfett, D Yew, & M Baker

10

The SCM design factors :


Choosing the best medium

Design factors

Media Choice Theory

Guiding managers

Media
Media Richness Theory

media choice

Message
Media Repertoires

U Murfett, D Yew, & M Baker

11

The Strategic Contingency Model


(SCM)
Comm. outcome

Situational

Design factors
Design

factors

factors

What should the


audience think,
feel or do?

Media

Audience
Message

Message

orientations
Context
Sender

Feedback
U Murfett, D Yew, & M Baker

12

The SCM design factors:


Influences on media choice

Message

Contextual

equivocality

determinants

Media symbolism

Straightforward or

Distance, time pressure,

The choice of medium

ambiguous, routine or

technology, finances,

also conveys a message

non-routine

audience size,

Managers Media Choice

U Murfett, D Yew, & M Baker

13

The SCM design factors:


Considering Media Richness
Media Richness Hierarchy

Rich

Physical presence face-to-face


Interactive media
skype
telephone
email
sms
Personal static media
letters
reports

Lean

Impersonal static media


fliers, bulletins

U Murfett, D Yew, & M Baker

14

The SCM design factors :


Crafting the message

Design factors

Organisation:
direct indirect?

Media
Message content:
Message

Achieving an appropriate mix of ethos, pathos and logos


(rhetorical appeals)

U Murfett, D Yew, & M Baker

15

The SCM: Design factors crafting the message


Direct or indirect approach
Direct

Indirect

Main idea
(Buffer)
Explain
Explain
Main idea

U Murfett, D Yew, & M Baker

16

The SCM: Design factors crafting the message


The right mix of ethos, pathos and logos

Logos: fact-based, logical arguments (logic)

Logos

Ethos:

Pathos:

Personal
Ethos

Stories & vivid

Pathos

character &

images (emotions)

credibility

U Murfett, D Yew, & M Baker

17

The SCM in action: how can this model be used?

To create strategically effective


communication plans

To make informed communication choices


when crafting and delivering managerial
messages

To help perform gap analyses

U Murfett, D Yew, & M Baker

18

Situational
factors

Design
Strategic
Contingency Model

factors
Communication
outcome

Feedback

U Murfett, D Yew, & M Baker

19

References
Garnett, J. L. (1992). Applying a strategic model to
government communication. In Communicating for
Results in Government. San Francisco, CA: JosseyBass
Murfett, U.M. & Yew, D. (2013). Communication
strategies for the global workplace. Singapore:
Pearson Education
Rogers, P. S., & Hildebrandt, H. (1993). Competing
values instruments for analyzing written and
spoken management messages. Human Resource
Management, 32(1).
Trevino, L. K., Daft, R. L., & Lengel, R. H. (1990).
Understanding managers media choices: A
symbolic interactionist perspective. In J. Fulk & C.
U Murfett, D Yew, & M Baker
Steinfield (Eds.), Organizations and Communication
20

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