Symbolic behavior is "a person’s capacity to respond to or use a system of significant symbols" (Faules & Alexander, 1978, p. 5). The symbolic behavior perspective argues that the reality of an organization is socially constructed through communication (Cheney & Christensen, 2000; Putnam, Phillips, & Chapman, 1996). Symbolic messages are used by individuals to understand their environment and create a social reality (Faules & Alexander, 1978; Mills, 2002). When faced with uncertainty, individuals continually organize themselves within their group-based reality and respond within that reality (Weick, 1995).
History Symbolic interactionism (SI), a phrase coined by Herbert Blumer as early as 1937, was derived from lectures of early philosophy and sociologist theorist George Herbert Mead's student notes. Mead's notes from a course he taught in social psychology were posthumously transcribed into the book Mind, Self, and Society; 1934. Mead, born in 1863, arguably laid the foundation for the symbolic interactionism concept of how the individual mind arises out of the social process. Mead's description of language as communication through significant symbols and concepts of "me" and "I" are examples of his contributions to the symbolic behavior perspective. Symbolic behavior perspective stems from symbolic interactionism perspective. Blumer (1962) summarizes the perspective as how people act towards things based on the meaning those things have for them. These meanings are derived from social interaction and modified through interpretation. The symbolic interactionism perspective relates to the organization by describing how employees form a concept of self in relationship to their organization as they interact with individuals, subordinates, and superiors within the organizational architecture. Individuals learn appropriate behavior within an organization as the code of values, roles, attitudes, and norms of behavior of that work environment become apparent (Wood, 1999).
Symbolic behavior perspective viewpoints The symbolic behavior perspective proposes that individuals face uncertainty when introduced to an organization. This uncertainty creates a reliance on symbolic messages so individuals can make sense of their environment (Brown, 1986). In order to reduce uncertainty, organizations create sets of standardized meanings depicted by symbols. As symbolic messages are interpreted by individuals, they react collectively within the organizational culture. As organizational cultures are learned, shared, and transmitted a collective social reality emerges (Harris & Nelson, 2008, p. 225). Organizational cultures are created and maintained by symbolic behavior, giving managers an opportunity to create, articulate, and sustain the organization's values as individuals focus on [shared values] (Colvin, 2000, p. F-9). The symbolic nature of shared values can also reduce ambiguity and tension within an organization (Harris & Nelson, 2008, p. 233). According to Mead's theory, a social act involves a three-part relationship: an initial gesture from one person, a response to that gesture by another, and a result. The result is what the act means for the communicator (Littlejohn & Foss, p. 160).
Symbolic behavior perspective propositions The above discussion can be summarized into 7 major propositions posited by the symbolic behavior perspective. The issues of complexity, uncertainty and organizing, cultural creation and maintenance, interpersonal reality, group behavior, leadership, and managing incongruences are addressed in the following propositions (Harris & Nelson, 2008, p. 222):
Complexity Proposition 1: Organizational complexity creates a reliance on symbolic messages.
Uncertainty and organizing Proposition 2: Uncertainty promotes a continual process of organizing.
Cultural creation and maintenance Proposition 3: Symbolic behavior creates and maintains organizational cultures.
Interpersonal reality Proposition 4: Symbols constitute the basis for interpersonal reality.
Group behavior Proposition 5: Groups reaffirm the importance of symbolic behavior.
Leadership Proposition 6: Leadership requires effective symbolic behavior.
Managing incongruences Proposition 7: Incongruences and paradoxes are managed through acculturation.
Tools of symbolic behavior According to Harris & Nelson (2008, p. 237), tools consist of anything that provides symbolic meaning to people. Tools can be in the form of verbal or non-verbal communication.
Example communication tools Stories/myths: As stories are continually repeated, they provide analogies for individuals and serve to guide behavior within the organization. Titles: The use of titles communicates the relationship of the employee in correlation to the organization. Slogans: Slogans can be used to reinforce established priorities or to bring attention to new priorities (Waterman, 1987). Dress: Clothing is very important to an organization because it communicates culture (Remland, 2003). Because clothing can influence perceptions of both behavior and intent (Galin, 1990, p. 51), the dress code of an organization can impact their overall image. Priorities: The priorities within an organization and the way they are carried out on a daily basis carry enormous impact. Individuals can better identify with the organization when management's priorities are in line with those of employees (Harris & Nelson, 2008, p. 238).
Limitations of symbolic behavior An over-reliance on symbolic activities can lead to significant problems. These include unethical manipulation, empty or meaningless actions, omnipresence, divisions, and unexpected interpretations (Harris & Nelson 2008, p. 239). Likewise, Blumer notes in advanced societies large group actions consist of highly recurrent, stable patterns that establish common, established meanings for the participants. Blumer heads a warning to bear in mind that new situations present problems requiring adjustment and redefinition (Littlejohn & Foss, p. 160).
Unethical manipulation The use of gimmickry, using superficial pleasantness to cover up dishonest activities or intentions, providing misleading or incorrect advice regarding safety, or providing untrue explanations for behaviors are means used by unethical organizations, managers, or coworkers in order to obtain some advantage (Harris & Nelson 2008, p. 240).
… excerpt ends here. Continue reading the full article.
