Twentieth International Conference on Diversity in Organizations, Communities & Nations

Abstract

Merriam Webster Dictionary defines ambiguity in communication as “a word or expression that can be understood in two or more possible ways”. Linguistically, ambiguity essentially denotes vagueness in communication which elicits multiple interpretations (Eisenberg, 1984). It is important to note that ambiguity is different from uncertainty although commonalities exist between the two concepts. Uncertainty in the organizational context generally involves lack of information or insufficient understanding on organizational phenomena, such as inadequate information for making decisions or inability to predict certain outcomes due to incomplete knowledge (Kramer, 2004). In most cases involving uncertainty in organizations, individuals seek to obtain more information to reduce uncertainty and assign meaning to clarify precarious situations. Ambiguity in the organizational context, however, does not necessarily embrace the notion of insufficient information or incomplete knowledge. In contrast, ambiguity denotes vagueness and equivocalness surrounding a given situation hence eliciting multiple interpretations on the situation. Consequently, ambiguity is marked with plurality and fluidity in understanding organizational phenomena leading to assigning divergent meanings to a situation (Leitch & Davenport, 2005; Weick, 2001). Rather than attempting to reduce ambiguity, promoting diverse meanings in interpreting an organizational strategy requires fluidity and tolerance for multiplicity by leaders who wish to capitalize on diverse expertise and knowledge in their employees (Thompson & Choi, 2006). There has been an emerging school of thought postulating that clarity is not always desirable and some conditions justify employing ambiguity mindfully and purposefully (strategic ambiguity) in organizational communication (Contractor & Ehrlich, 1993; Eisenberg, 2007).