Ed Misses the Banquet
Apply what you’ve learned in this chapter by analyzing the following case study, using the accompanying questions as a guide. These questions and a video of the case study are also available online at your CourseMate for Communication Mosaics. Ed recently began working at a new job. Although he’s been in his new job only fi ve weeks, he likes it a lot, and he’s told you that he sees a future for himself with this company. But last week, a problem arose. Along with all other employees, Ed was invited to the annual company banquet, at which everyone socializes and awards are given for outstanding performance. Ed’s daughter was in a play the night of the banquet, so Ed chose to attend his daughter’s play rather than the company event. The invitation to the banquet had stated only, “Hope to see you there” and had not been RSVP, so Ed didn’t mention to anyone that he couldn’t attend. When he arrived at work the next Monday morning, however, he discovered the case was otherwise and had the exchange that follows with his manager. Later, when Ed talked with several co-workers who had been around a few years, he discovered that top management sees the annual banquet as a “command performance” that signifi es company unity and loyalty.
Ed’s manager: You skipped the banquet last Saturday. I had really thought you were committed to our company.
Ed: My daughter was in a play that night.
Ed’s manager: I don’t care why you didn’t come. We notice who is really with us and who isn’t.
Question
1. How does the concept of constitutive rules, which we first discussed in Chapter 4, help explain the misunderstanding between Ed and his manager?
2. How might Ed use the informal network in his organization to learn the normative practices of the company and the meanings they have to others in the company?
3. How do the ambiguity and abstraction inherent in language explain the misunderstanding between Ed and his manager?
4. How would you suggest that Ed repair the damage done by his absence from the company banquet? What might he say to his manager? How could he use I-language, indexing, and dual perspective to guide his communication?
5. Do you think the banquet is a ritual? Why or why not?