Communication structure
A communication structure is understood to be the structure of the exchange of information within a system such as a company , an organizational unit or a project group . It refers to the network or pattern of communication channels between the system parts. It defines which parts of the system (individuals or groups) communicate with which other parts of the system.
The communication structure is usually described using a data flow diagram and is therefore often referred to as the data flow.
Models
According to Leavitt, the communication structures “wheel”, “Y (psilon)”, “chain” and “circle” can be distinguished. Lutz von Rosenstiel calls the communication structure “wheel” “star” and also differentiates between the “full structure”.
| type | "Wheel" / "star" | "Y (psilon)" | "Chain" | "Circle" | "Full structure" |
|---|---|---|---|---|---|
| 5 subgroups |  |
 |
 |
 |
|
| 4 subgroups |  |
- |  |
 |
|
| centralization | very high | high | medium | low | very low |
| communication processes |
very few | very few | medium | lots | many many |
| guide | very high | high | medium | low | very low |
| Group satisfaction | low | low | medium | medium | high |
| individual satisfaction of the leaders |
high | high | medium | low | very low |
A distinction is also made between the communication structure “dragon” and “double circle”.
Suitability of the models
In general, the establishment of a firmly defined communication structure within a system increases the efficiency of the system. In particular, the research investigates the question of whether there is a connection between communication structures and the efficiency of problem solving.
Centralized structures such as “star” / “wheel” are characterized by high communication performance (few short and therefore rapid communication channels) and clear identification of the manager, but at the same time by a high level of dissatisfaction among group members. Decentralized structures (e.g. “full structure”) lead to the opposite effects.
Overall, however, it can be seen that the relationship between communication structure and communication performance disappears with the difficulty of the task. In the case of more complex problems, the communication skills of the “central” system parts prove to be a more important prerequisite for the efficiency of problem solving than the chosen communication pattern. If these are so overwhelmed with information that they can no longer cope with it, then the efficiency of the entire system drops rapidly.
Usually, however, it is assumed that centralized communication structures are beneficial for the overall efficiency of the groups. On the other hand, the low level of satisfaction reduces the motivation of the group members, which in turn has a negative impact on the efficiency of the groups. In addition, centralized communication structures are less flexible in order to cope with new situations and problems that require independent and creative thinking.
The decision for a communication structure must therefore always be made in connection with the type of task or problem. Complex or creative requirements or requirements with high communication needs can easily overwhelm centralized communication structures, which is why decentralized communication structures should be chosen here.
See also
- Conway's Law - An Impact of Communication Structure
literature
- Rolf Ziegler: Communication structure and performance of social systems . In: René König , Erwin K. Scheuch (eds.): Cologne contributions to social research and applied sociology . tape 6 . Verlag Anton Hain, Meisenheim am Glan 1968 ( ethz.ch [accessed on October 25, 2012]).
Individual evidence
- ↑ Harold J. Leavitt: Some effects of certain communication partners on group performance . In: Journal of Abnormal and Social Psychology . No. 46 , 1951, pp. 38-50 .
- ^ A b Lutz von Rosenstiel: Basics of organizational psychology. Basic knowledge and application notes . 5th edition. Schäffer-Poeschel, Stuttgart 2003, ISBN 978-3-7910-9236-2 , pp. 287 .
- ↑ Edwin Rausch, Friedrich Hoerth, Wilfried Reisse, Isolde Meyer: communication structure and group performance . Affective tensions and reduced performance as a result of incorrect expectations of group members. In: Psychological Institute of the University of Frankfurt am Main (ed.): Psychological research . No. 28 , August 24, 1965, p. 598-615 , doi : 10.1007 / BF00422610 .