Cognitive Dissonance can be described as a "discomfort caused by holding conflicting cognition (e.g. ideas, beliefs, values, emotional reactions) simultaneously. In a state of dissonance, people may feel surprise, dread, guilt, anger, or embarrassment."
This feeling often happens in the workplace when persons promise to do one thing but does another thing. For example, your boss promises he will increase your salary but does nothing about the issue months after. Another example is when companies offer unbeatable service and then a customer is made to wait for hours before he can receive information he seeks in regards to product and services.

Bottom line, its how you feel when you are faced with a decision, which conflict with one or more of your ethical views. That's all for now, folks.

Hey, My Peeps!
Have you ever heard the story of the lexus and the Olive Tree? Well, it is a 1999 book by Thomas Friedman that puts forward that the two struggles affect the world's development. 1. The drive for prosperity and development, symbolised by the Lexus, and the Olive Tree, which is representative of the desire to retain identity and traditions.

It is important to become acquainted with this term as these phenomena affect the workplace culture and communication as much as they do national development.
You see, in every organisation there will be those who embrace changes and new technologies, and there will be others who are critical of changes and less receptive of innovations within the organisation. This issue becomes a challenge to the growth of the organisation because there will be a clash of cultures between these two sets of people that will ultimate impact negatively on the communication and operation of the organisation. At times this conflict is minor, while at others they are the driving force behind business shut down. The challenge behind this is to maintain a balance between the two states Friedman.
Read more about the aforementioned challenges in
The Lexus and the Olive Tree (2000) by Thomas Friedman
The Lexus and the Olive Tree, Understanding Globalisation (2012) By Thomas Friedman

Hey guys, as usual its your boy Corey Robinson keeping it real.
These are some questions relating to Organisation Communication that I will try to answer off the top my head. These are just my current interpretations don't take them as gospel... I don't.


1. What is the Organisational structure and communication style of Caribbean organisations? 

• Caribbean organisational structures reflect our past colonial slave plantation system. Information is passed up and down (vertical) from managers at the top to slaves at the bottom, usually for communicating orders and reporting plantation issues to owners. 
• Very little feedback and input from slaves is tolerated by plantation owners; a characteristics similar to that of many Caribbean organisations today. Employers pay scant regard to input from employees. This is not wise though; the best ideas and indications of crises are normally sourced known among employees long before they happen. 

2. What are the characteristics of the 'Grapevine'?

• The 'Grapevine' refers to an organisations' most informal medium of communication — word of mouth. The grape vine is a feature of every organisations, and is the primary medium through which information is related between staff members as well as among customers, share holders, and other publics. 
• The grapevine is fast and able to spread information among a large number of people. Which provides setbacks when one considers how quickly rumors can develop and circulate via word of mouth. This is especially a problem in situations where there is presumed anxiety, frustration, and dissatisfaction. 
• The grapevine is, however, important to any communications manager as it is not only an effective way to get out the managers' messages, but is also a medium through which communications manager can monitor information, attitudes, and impressions which are held of the organisations by their various publics. 

3. What are the qualities of a leader?

• A leader listens, a leader encourages, a leader uses tactics to defuse situations as oppose to confrontation, a leader never acts impetuously, a leader knows how to take order, a leader thinks not of self but of team, a leader leaves his heart and mind open to suggestions, a leader is optimistic, a leader is prudent, a leader is a teacher, and probably most importantly, a leader leads.

4. What are the differences between strategy and tactics?

• Tactics are the daily activities that are repeatable in your business and relatively clear-cut in the organisation's functions. Tactics may be the sending of press releases and emails, creating a website, publishing a newsletter, etc. Tactics in essence are the ways in which a strategy (which I shall also address) is executed. Tactics are easy to copy. 
• A strategy, on the other hand, is a perspective, i.e. your future picture and direction, where you want to reach, what you want to accomplish. Strategy involves not the day-to-day activities but the 'bigger picture' of the organisation's efforts to meat their goals. A strategy is a framework, a compass, a guide, that enables you to make decision to enhance your organisation's reputation and competitiveness. 
• Always remember: "Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat" - Sun Tzu. 

Im bored, tired, and can't bother; I guess this is called noise in communication. I am just not feeling up to posting on right now. But we can't let the day leave us by, guys, we can evaluate the use of the internet, social media, and Information Communication Technologies (ICTs) in the workplace. Hit me up and lets have a discussion.

Follow the following link, read, and comment.

 http://www.prdaily.com/Main/Articles/Social_media_use_in_the_workplace_triples_report_s_10654.aspx#

Hey guy, this is Corey, Wassup.
Did you know that communication is dynamic, reciprocal, and is also a process?
And if we hold this as true, we must therefore understand that communication (in general) must be a two way occurrence, meaning it must go from one persons (intelligence) to another person (intelligence) and back and forth again until shared meaning (understanding) is acquired.
Simply put, If you are in the work place and you don't understand something that you are asked to do, you have right as an effective communicator to repeatedly ask your boss questions that will foster your understanding of your task. It might be a little embarrassing to do this but, trust me, it is far less embarrassing than to do the wrong thing. This can not only lead to embarrassment but other serious and more costly implications.
Thats my two cents for today. Keep focus.
Read up at: http://books.google.com.jm/books?id=Z6Tj1ONRXWQC&pg=PA3&dq=Communication+as+two
+way+process&hl=en#v=onepage&q=Communication%20as%20two%20way%20process&f=false

  I promised you a breakdown of Gerbener's communication model but unfortunately I am still working on that. In the meantime, have a look at this article I found, which was written by Aurelia Flores, senior counsel at one of the Fortune 500 companies.  She lists some tips for improving your communication in the workplace. These tips show you how to move from competition to conglomeration with your co-workers, employees, and boses. http://latino.foxnews.com/latino/lifestyle/2012/02/22/workplace-communication-rules-part-2/ 

Hey guys, I hope you know American George Gerbener's communication model. If not, well... you are in the 'write' place. Gerbener's model simply states and illustrates the flow of communication between individuals. It notes how information is past from one individual to the other in a reciprocal process. But enough of my talking,  lets examine a diagram of the theory. Stay tuned for a follow-up to the breakdown of the model.