Chapter 3

Many-To-Many Communication and Zeitgeist Communication

Section One of this book proposed a number of reasons why new and better social communication techniques are needed. Some of those reasons are:

Large meetings are costly, often frustrating, and require too much time, energy, and expense on the part of participants. We believe an alternative to many physical meetings is “symbolic dialogues” and “social audits” in which participants give their opinions and ideas through survey-like instruments.

Leaders of organizations need ways to tell their constituents what they, the lead- ers, are thinking and planning. Likewise, leaders need ways to hear what the constitu- ents are thinking and wanting. Feedback systems that promote two-way communica- tion between leaders and constituents can satisfy these one-to-many and many-to-one communication demands.

Since “the people” are the ultimate source of authority for government officials such as mayors, state governors, and statespersons, they, the people, need ways to communicate with their appointed and elected officials and vice versa. The wisdom of the people—individually as well as collectively—is a great wealth for society. But it is mostly neglected and wasted. We argued for periodic surveys of people’s opinions and desires initiated by officials who would review and act upon the results when warranted. We proposed that people have a “right to be heard” by their elected and appointed leaders.

Responding to questions and problems requires thinking, which causes individu- als to learn and grow. The more that people give their opinions and ideas, and re- spond to the opinions and ideas of others, the better. These Many-To-Many commu- nication methods thrust large numbers of people into the Socratic Method of learning. This is one of history’s proven learning techniques. We called for increased use of survey-like instruments on a wide variety of topics by a wide variety of audiences in order to benefit individuals and society alike.

We said that the “Zeitgeist” is the prevailing beliefs and opinions of a people at a point in time. It is the prevailing definition of “the truth” as they perceive it at a point in time. The Zeitgeist is also the source of moral authority, the bedrock upon which moral authority is derived. Finding ways to help people know the Zeitgeist and to understand its implications is a “good.” We stated that there is a need for more people to contribute to defining the Zeitgeist so that a more accurate consensus of the truth can be built.

In this way the immediate ethical imperatives for a society are glimpsed. These imperatives give a vital direction to social evolution everywhere. They energize politi- cal change. They inspire leaders and cause ordinary people to become good, or even great, citizens.

In summary, we believe increased communication between and among people is good. The administrative theories introduced in Section One show the importance of communication processes for good governance, effective problem solving, conflict resolution, individual and community mental health, and civilization building.

Types of Communication Methods

So two questions need to be answered: What communication methods exist? What methods need further development? One way to think about the major types of com- munication methods is the following.

One-To-One Communication (Horizontal)

In this method, one individual communicates with another individual—face-to-face, by telephone, letter, e-mail, or whatever. Information and understanding are exchanged. The result of one-to-one communication is that each party gains a greater awareness of his or her own beliefs and opinions and the beliefs and opinions of the other party.

One-To-Many Communication (Downward)

In this method, one individual or organization communicates with many individu- als—TV, face-to-face, by conference call, letters, e-mails or whatever. The result of one-to-many communication is that “the many” gain a greater awareness of the be- liefs and opinions of “the one.” Examples would be: a US President giving a “fireside chat,” a press conference, or a State-of-the-Union Address to the nation on television; a company CEO making a video or audio tape for all the employees to view or hear; a politician giving a speech to an auditorium filled with voters, or a minister giving a sermon. This one-way communication can be effective for letting the many know what the one believes. Disadvantages are that the communicator does not know how the audience is reacting to his or her ideas, the audience may desire clarification on certain points but be unable to get it, and both parties may experience frustration due to the lack of a “response-ability” in this method, that is, lack of a feedback mecha- nism. Similarly and philosophically, other examples of “One-To-Many” communica- tion are: newspapers, radio, television, magazines, books, lectures, speeches, sermons and the like which are all basically one-way, downward, communication systems.

Many-To-One Communication (Upward)

In this method, many individuals communicate with “the one,” usually a “leader” — face-to-face, by petition, “walk-out,” “sit-in,” suggestion boxes, regular elections, or whatever. Many-to-one communications can reflect positive or negative sentiments. For example, a national hero gets a “ticker tape” parade, a factory manager experi- ences all employees walking off the job to protest perceived unsafe working condi- tions, or a recall petition is filed to remove a city’s mayor. This one-way communica- tion can be effective for letting “the one” know in general what “the many” believe. Disadvantages are that the method does not allow for nuances and subtleties of the sentiments to be well understood. There is limited ability for two-way interactive communication between the two parties.

Many-To-Many Communication (Horizontal and Upward)

In this method, many individuals communicate with many other individuals—face- to-face (in meetings or street confrontations), in “chat rooms,” by surveys, opinion polls, boycotts, “bandwagons” (fads and fashions), or whatever. Many individuals are exchanging their opinions and ideas with many other individuals. This two-way com- munication method can effectively increase people’s understanding of the prevailing views and opinions of a group or society (the Zeitgeist—“Spirit-of-the-Time”), in- crease individuals’ perceptions that their ideas are being heard, increase leaders’ un- derstanding of what their constituents want, and raise society’s awareness of desired future directions and goals. Disadvantages are that such communications can be costly in time and money, that good information gained through this method often goes unused, and that many cogent issues go unexplored. We have argued for the desirabil- ity of increasing Many-To-Many communication on topics of organizational func- tioning and citizen participation.

Improving Current Communication Methods

Our ideas about Many-To-Many communication and Zeitgeist Communication flow directly from the 10 administrative theories. If the theories are true, and we believe they are, they imply the need for improved communication processes and contexts and new techniques. Let’s examine the “communication imperatives” inherent in the paraphrased administrative theories which follow.

The Basic Attitude in Civilization Building applies to all four basic communication methods—one-to-one, one-to-many, many-to-one, and many-to-many. Civility and civilization are built upon a foundation of respect and consideration for others’ right to express their opinions and ideas in order to best protect one’s own freedom to speak. The Basic Attitude must be present for effective communication to take place.

The Theory of Learning postulates that creativity and learning are enhanced when individuals respond to questions and problems posed to them. Participating in many- to-one and many-to-many communication opportunities increases learning, intelligence, creativity, and a sense of legitimate belonging in one’s organizations and society.

The Theory of Leadership states that all people possess leadership qualities and the capacity for making greater contributions to organizations and institutions—if given the opportunity. The result will be greater organizational creativity and a tremendous increase in leadership capability. We believe these benefits result from increased many- to-one and many-to-many communication opportunities.

The Theory of Authority states that those who govern derive their power from the consent of the governed. Further, “the governed” can withhold their power if “the governor” violates their ideas of what is appropriate and right. To ensure that contin- ued legitimate authority is exercised in organizations and societies, leaders should enable many-to-many communication between and among the constituents to gain clarity and consensus. Leaders should follow this up with many-to-one communica- tion to the leader and one-to-many communication back from the leader.

The Theory of Politics states that all people are fundamentally equal, that progress comes through agreement, and that agreement can be best reached through compro- mise and collaboration. All four communications methods are involved in reaching agreements. As we said: “The principal way to reduce polarization in a political rela- tionship is to increase interaction and improve communication between or among the participants and thus increase understanding.” This will decrease conflict and misunderstanding while increasing wealth of many kinds.

The Self-Fulfilling Prophecy points to the important role of perceptions in deter- mining the course of future actions. To obtain more accurate perceptions of reality and greater consensus on correct definitions of reality, increase one-to-many, many- to-one, and many-to-many communication in organizations and society.

The Administrative Process (a Definition) proposes that the steps in the administra- tive process are Diagnose, Theorize, Decide, Accomplish, and Review. When the people are allowed to make their opinions and ideas known through many-to-one commu- nication and leaders make their plans and goals known through one-to-many com- munication, the administrative process becomes significantly more effective. We said: “Therefore, the discovery of new, vital, feedback communication techniques appli- cable in all human groups holds the key to the release of a fabulous amount of human creativity.”

The Helping Professions (a Definition) emphasizes the importance of one-to-one communication in the helping/leading professions and shows the behaviors mani- fested by good helpers/leaders. This theory also contains implications for improved one-to-many communication.

The Zeitgeist Principle focuses on the importance of on-going communication feed- back systems as a means to discover and communicate the prevailing beliefs and val- ues of a human group to its leadership, i.e., the Zeitgeist—the supreme governor. Such feedback systems will typically include many-to-many, one-to-many, and many- to-one communication methods. We group all these feedback technologies under the label, Zeitgeist Communication, which is primarily concerned with communicating ideas and opinions about those ideas across and upward in organizations.

The Natural Factors theory states that when on-going feedback systems are operating well, good things happen: better decisions are made—naturally; learning, creativity, and leadership increase in organizations and institutions—naturally; legitimate au- thority flows to leaders—naturally; tensions and conflict are reduced while peace prospects are increased—naturally. These feedback systems rest primarily on many- to-many and many-to-one communication.

In summary, the Administrative Theories focus 1) on “the sovereignty” of individuals in a social context, 2) on the need to give all people a “voice” in contributing their thinking on matters of importance to them, and 3) a need to build better communi- cation processes to allow the people’s voices to be heard — all of which increases “social capital.”⁸¹ Administration is not about manipulating people, but about min- ing the intelligence, leadership, and wisdom of people by building “creative climates” and two-way feedback communication systems.

Zeitgeist Communication and the Fast Forum® Technique

An interest in testing and implementing the ten administrative theories led to the development of the concepts of Zeitgeist Communication and the Fast Forum^® Tech- nique.

Zeitgeist Communication is that field primarily concerned with communicating ideas, and opinions about those ideas, across and upward in organizations and society. This enables a process of “symbolic dialogue” between leaders/representatives and their con- stituents. It helps create the two-way feedback communication system that all organi- zations and institutions require to function properly. It brings “the people” into plan- ning and decision-making processes. It gives “voice” to people’s best thinking on matters that interest them.

The aim of Zeitgeist Communication is to build viable feedback processes in organizations and society so that people can understand the prevailing beliefs, values, and opinions of the time, the Zeitgeist. Knowing the Zeitgeist allows leaders to know what their constituents are thinking, allows constituents to know the degree of con- sensus on various topics, and informs everyone of the prevailing self-fulfilling proph- esies held by the organization or society. Zeitgeist Communication is a form of Many- To-Many communication.

The Fast Forum ^® Technique is a technology based on an “approach” based on a conviction. The conviction is our belief that the world needs routine, two-way feed- back systems to function better. The “approach” is based on: 1) participation theory

(give people the opportunity but not the obligation to participate); 2) volunteerism (let people participate on matters of interest to them); and 3) symbolic dialogue (us- ing iterations of survey-like instruments to discern people’s opinions in related groups). The technology consists of a computer program to analyze survey results, a machine- scoreable response sheet or keying of data, a questionnaire format called an Opinionnaire^®, and a computer generated database format utilizing computer profile reports which can be highlighted in a Viewspaper^® if desired.

The Fast Forum^® Technique is first and foremost a forum, that is, a marketplace where ideas are shared. We believe using the Fast Forum^® Technique increases collec- tive intelligence and awakens community synergy. Presenting one’s opinions and ideas, and responding to others’ opinions and ideas increases individual learning. Analyzing results of surveys increases one’s understanding of the Zeitgeist. Analyzing responses of subgroups based on age, gender, ethnic group, and other demographics increases one’s understanding of those groups, that is, it yields greater “Social Resolving Power.” Communication between and among leaders and constituents creates a “symbolic dialogue.” This in turn increases organizational commitment and clarifies organiza- tional vision. This process assists in the formation of laws and regulations in the pub- lic sector and long-range planning in the private sector.

The Fast Forum^® Technique involves a new groupware and socialware technol- ogy and methodology that in our organizations, institutions, and societies in the world can:

Restore meaningful and constructive dialogue in organizations and society;
Enable people to learn and grow in their abilities through the use of the Socratic Method;
Allow all individuals who are interested to participate in the administrative process functions of Diagnose, Theorize, and Review;
Project the ideas and opinions of individuals participating through feedback communications to their leaders and themselves;
Produce printed attitudinal profile reports of participant opinions and attitudes for use in the public and private planning processes of governance;
Reduce tensions, polarization, and destructive conflict among people by substituting human responsibility for futile strife and hatreds, thus moving toward peace among people in their roles as organizational members, con- stituents, and citizens.

Some special identifying features of the Fast Forum^® Technique are: There are no Robert’s Rules of Order, no motions, no amendments, no win-lose situations, no controversy, no arguments, no talking at the point of decision-making—thus there is no heat. Instead, there is just light, that is: swift, silent, rational, synaptic, mind-to-mind response to objective questions posed in writing—hence the name “Fast Forum.”

In the next chapter, we present the foundations and mechanics of the Fast Fo- rum^® Technique in greater detail.

The Great Dilemma Organizations that have large numbers of people, or are spread over large geographic areas, have a common problem. The problem is to balance the need to bring people together to discuss system problems as a whole, against the cost in time and money to do it. If people do not meet to discuss such system-wide issues and problems, they will not make the progress they should in their system as a whole. On the other hand, if people are continually uprooted and brought together for meetings, they may never be able to get their regular work done. This we have come to call “The Great Dilemma.” To a great extent, the use of internal organization computer networks to provide electronic mail and bulletin boards has helped the effort to think holistically. However, it has some problems, too. For one thing, people who are in the organization but outside the computer network cannot participate. Another and more potent problem, electronic mail and web sites are text-driven and as such it is easy to get “information overload.” So much data and information becomes available that people, especially leaders who are usually at the focal point of information, often just cannot handle it all. While computers are high-tech, presently they are not always high-touch. Time will tell