Week 7: Post 3

From chapter 8, I found Trenholm’s (2008) sections on downward communication, upward communication, and horizontal communication to be useful in my current position. Often, I’m working at mock 100 ( ;) ) and I do not afford myself the time to reflect on the successes or the improvements needed to our office communication. Reading through this section, I have become clearer on when we use downward communication (and how it does cause dissatisfaction and uncertainty because of the distortion). As a mid-level professional, I have found both upward and horizontal communication to be a critical link to succeeding in both managing the daily tasks of the office and the long-term, large-scale programming. My former manager was intentional about teaching me the value of “[seeking] out bad news and encourage [team members] to tell the truth, no matter how negative” (Trenholm, 2008, p. 222). Because she was clear about the “hierarchy” in our office existing “only on paper,” we developed a mantra, “It’s us against them, never us against each other!” and established an authentic “climate of trust and openness” (Trenholm, 2008, p. 222). As a self-identified activist and advocate for students, I encourage coalition building and collaboration among my colleagues. I participate in numerous programming committees where idea sharing is free flowing and utilized to develop the best services for students. I understand the potential consequence(s) of horizontal communication, but I do believe when executed with a shared vision, as I experience with some of my colleagues, we’re able to cooperate in a way that only improves the students’ experience and development.