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COM 520, Spring 2013 – Reading Guide Questions for March 27

For Wittenbaum, Vaughan, & Stasser:

1.  Does their time/explicitness grid and the explanations they provide on pp. 178-180 seem useful?  What examples can you provide for each of the four conditions?

2. Upon reading the section on tacit coordination on pp. 180-188: How do you and your classmates tacitly coordinate for this or other classes?  How does tacit coordination happen where your work?  In your family?  What are the benefits and drawbacks of  tacit coordination?

3. Look at their three conclusions on pp. 198-199 and their four implications for practice on pp. 199-201.  Do these seem useful to you?  What boss/teacher/team leader from your present or past would benefit from them?  How?

For Parrish-Sprowl:

Parrish-Sprowl was Chair of the IPFW Department of Communication from 1995 to 2000 and of the IUPUI Department of Communication Studies from 2000 to 2005.  He is now Co-Director of IUPUI's Global Health Communication Center.

1. What does he say makes the bona-fide perspective particularly appropriate for a study of organizational change?

2. What is the organizational change this organization wants to enact?

3. How does he respond when asked "Why are we talking to a communication person and not a management consultant?"  What makes his answer appropriate (or not)?

Since we don't yet have a class in communication consulting, I'm asking you questions 4 and 5

4. What does he do to lay the groundwork prior to starting his "basic training?"  Does this make sense?  Why or why not?

5. What challenges does he face once "basic training" start?  How does he handle them?

6. Why does he start a team facilitation program?  Who were the facilitators?  What training did the facilitators receive?

7. What implications does he find for teams engaged in organizational change?

8. What are other takeaways from this article?

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