book forum: the conversational firm by catherine turco, part 2
This month, we are reviewing Catherine Turco’s Conversational firm. Earlier, I summarized the contents. The book is an ethnographic account of a tech firm that uses social media for internal communication. Turco’s main goal is to advance the argument that social media has substantially altered communications and hierarchy inside firms. Now, I’ll highlight some strong points of the book and next week I will raise critiques.
First, the book correctly points out that the interactional order of firms is now quite different in the social media age than before. In a world of paper based communication and face to face meetings, it was relatively easy to control who knew what. In contrast, it is now possible for modern firms to have much more wide ranging discussions. The project manager really does have (some) direct access to the CEO. This is truly remarkable.
Second, the book discusses the possibility that authority may be redefined in this situation. If everyone at work has a wiki where they can discuss the firm’s issues, then managers may end up giving away power to others.
For me, these two lessons point to an important issue in organizational design – the importance of social media as a tool for “flattening out” the organization. This has gotten a lot of attention among business writers and management scholars. The lesson I take from Turco’s book is that the story is complex. On the one hand, yes, social media democratizes the culture of many firms. But on the other hand, this is not straightforward or even desirable in many cases. The “internal” public sphere of a firm may not be the best place to settle policy. By allowing the middle of the organization to define issues, it may or may not be valuable or constructive.
Next week: Why didn’t Turco talk about laziness?
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