Bridging the Gap: Strengthening Lecturer Communication Through Orgtology

By: Elene Kruger

Introduction

Even the most exceptional academic minds can fall short when effective communication is absent. What if the root lies not in a lack of effort but in a lack of structured thinking? Orgtology, a discipline that explores the science of organisations, proposes that high-functioning systems require operational efficiency and reflexive intelligence.

Orgtology views an organisation as both a rational system and a conscious entity, focusing on how it performs and why it exists (Simelane, 2021). It combines hard organisational science (processes, efficiency) with recognising the organisation’s “consciousness” – its purpose, intent, and culture.

Herein lies the principle of duality. In academia, this refers to exchanging information and knowledge and aligning thinking, behaviours and processes within a defined structure. When there is no structured thinking, this can lead to misalignment, confusion and inefficiency.

Effective communication is not an isolated action but part of a relational system that involves creating systems that align with functional and reflexive purposes. Without this alignment, opportunities will be missed, and efforts will be duplicated.

By applying the structured approach of Orgtology, universities can foster more focused and coherent communication supporting academic excellence and operational efficiency.

Communication barriers such as departmental silos, hierarchical constraints, and inefficient information flow hinder collaboration and institutional effectiveness.

Developing structured processes and regulations to enhance communication efficiency will contribute to a more effective communication strategy, as strategic effectiveness depends on well-defined and efficient processes.

Examples from institutions like the University of Waterloo and Nationwide Building Society illustrate the benefits of strategic, inclusive, and technology-enabled communication (TalkFreely, 2020; Interact Software, 2022).

A department can design a robust internal communication strategy by applying Orgtology principles of duality and organisational relevance. Universities can enhance internal staff communication, improving collaboration and institutional efficiency.

Applying Orgtology Principles to Department Communication Strategy

Duality: In Orgtology, an organisation is essentially defined by two core elements: purpose and intent. These two elements must work in tandem for the organisation to thrive. Orgtology posits that organisations operate in a duality: they must simultaneously “run the business” (execute daily operations) and “change the business” (implement strategic changes) (Nkambule, 2021).

In other words, there is a receptive, process-driven side focused on efficiency in the present and past and a projective, change-driven side focused on innovation and the future (Nkambule, 2021). The receptive side (the “doing”) provides stability and performance – it is about doing things right. The projective side (the “thinking”) provides adaptation and growth – it is about doing the right things for the future (Simelane, 2021).

These dual aspects must co-exist and stay in balance for the organisation to succeed (Simelane, 2021; Nkambule, 2021).

In Orgtology, Theory 2I posits that an organisation’s intelligence has two forms: implied intelligence (systemic, algorithmic know-how) and tacit intellect (human insight and abstract thinking)(Hendrikz, 2020).

In short, 2I highlights that a university department needs clear intent (strategic direction from human intellect) and effective intelligence systems (data and processes) to function intelligently. Implicit intelligence drives performance, while tacit intellect ensures relevance (Hendrikz, 2020).

Applying 2I in a university department means aligning communication practices with both types of intelligence. Firstly, communications should convey strategic intent – departmental vision, goals, and changes – tapping into tacit intellect.

At the same time, internal communication must efficiently disseminate intelligence. Secondly, every strategic message (new course offerings, research focus changes) is coupled with context explaining why it matters, tying back to the department’s intent.

In summary, 2I-driven communication means sharing concrete information efficiently while dialoguing about strategy and ideas, ensuring the department’s collective intelligence is fully utilised.

Theory 2E focuses on the dual metrics of organisational success: efficiency and effectiveness. In Orgtology, efficiency is about performing operations with optimal use of resources (time, cost, effort) – essentially doing things right.

Effectiveness is about achieving desired outcomes and staying aligned with purpose – doing the right things. These correspond closely to an organisation’s performance vs. relevance (Hendrikz, 2020).

Efficient communication means delivering messages through the proper channels with minimal delay, overload, or ambiguity. To enhance efficiency, the department could streamline communication channels. On the other hand, effective communication is judged by how well the communication achieves its intended purpose.

This includes whether the target audience understands the message and whether it leads to the desired action or alignment. Operational feedback loops can drive efficiency improvements (learning from each communication cycle to refine it). In contrast, strategic feedback (like getting input on whether a communication addressed people’s concerns about a change) enhances effectiveness.

Theory Ix in Orgtology examines intelligence at the individual level and how it contributes to an organisation (Hendrikz, 2020). Theory Ix suggests looking at multiple applications of intelligence – from practical skills to creative and emotional intelligence – to understand how a person can control or excel in diverse situations for the organisation’s benefit (Hendrikz, 2020).

Theory Ix represents people’s capacity to solve problems, innovate, and maintain performance. We can generalise this concept to a department level by combining individual intelligence: a department with intelligence would effectively utilise its staff’s knowledge, expertise, and creativity to meet departmental goals.

Communication is the medium through which individual knowledge and ideas become organisational knowledge – it is how personal tacit intellect gets shared. To leverage Ix, a department should foster communication that enables knowledge transfer, continuous learning, and problem-solving collaboration.

For instance, consider the vast tacit knowledge experienced faculty members hold (teaching techniques, research insights, institutional history). If that knowledge stays siloed in their heads, the department’s overall “intelligence” is limited. However, that wisdom can be passed on to others through deliberate communication practices such as mentoring programs and regular knowledge-sharing meetings. Such practices effectively increase the collective intelligence index of the group by making one person’s insight available to all.

In summary, Ix in communication is about creating an environment where knowledge is freely exchanged, people feel heard when they offer insights, and the collective problem-solving ability is continuously sharpened. This aligns with orgtology’s view that intelligence must translate into being both performing and relevant – internal comms should enable staff to make operations smoother (performing) and contribute ideas that keep the department evolving (relevant).

Several core Orgtology theories offer valuable guidance for developing a strategy that improves communication among lecturers. At the foundation is the principle of Duality, which emphasises reciprocal interaction — a crucial element for fostering open, two-way communication within academic teams.

This ensures that communication is not only directive but also inclusive and dialogic. Building on this, Theory 2I highlights the importance of sharing strategic intent and operational knowledge, encouraging a culture where lecturers are aligned in purpose and equipped with practical tools.

Theory Ix further supports this by leveraging individual expertise for collective learning, making peer-to-peer communication and knowledge-sharing platforms especially relevant. Lastly, Theory 2E ensures that communication strategies are clear and impactful — efficient in their delivery and effective in aligning with departmental goals.

These Orgtology models provide a robust framework for designing communication initiatives that strengthen collaboration, clarity, and cohesion among lecturers.

Building on these foundational concepts, examining real-world examples of successful communication practices in an organisational context provides valuable insights into how theory translates into practice with actionable strategies leading to organisational success.

Successful communication practices:

Academic Setting – University Internal Communications Revamp

The University of Waterloo undertook a central internal communications review. Being a large, decentralised institution, Waterloo found that much of its communication was siloed by faculties and that central messages were not effectively reaching everyone (vision2voice, 2023).

This case shows the impact of intentional, strategic communication planning in an academic context. A department can mirror this by informally surveying staff to identify pain points and then addressing them with a structured plan.

Employee idea forums – Nationwide Building Society

Many organisations have improved internal communication by creating formal idea-sharing and feedback forums, a practice equally applicable in academia. For example, the Nationwide Building Society (talkfreely, 2020) ran an internal campaign called the “Big Conversation”, where every employee was invited to contribute ideas for improvement over five weeks.

The success of Nationwide’s case (an award-winning initiative) underscores the power of active listening andinclusive dialogue, which is very much in line with Orgtology’s emphasis on harnessing collective intelligence (also known as the “X-factor” of human dynamics driving innovation) (Simelane, 2021).

Adapting to Change – The Kodak Lesson

A cautionary tale often cited (beyond academia) is the downfall of Kodak. While not a “successful” implementation, it is a stark example of what happens when internal communication and vision fail to address disruptive change.

The company optimised its current operations (film photography) efficiently – a short-term performance – but lost long-term relevance as its products became obsolete (Simelame, 2021).

The takeaway for institutions is clear: internal communication must continually reinforce the need to innovate and adapt. In a department, this might mean regularly discussing future trends in education or research and encouraging proactive adjustments.

These examples indicate that effective communication improves operations and navigates change. They also indicate that enhanced routine operations and strategic transformation are necessities.

Communication is most powerful when integrated into reflective (routine operations) and recursive (strategic) dimensions.

The following section indicates how integrated communication processes can enable higher education institutions to achieve operational excellence and strategic transformation.

Integrated Communication Processes in Academic Settings

The Role of Reflective Communication in Academia

Reflective communication is a form of interaction that focuses on thinking, understanding, and meaning. It is not only about disseminating information but about processing it to gain deeper insight, challenge assumptions, and generate new knowledge (Kasalak et al.,2022).

Discussing what works, what does not, and why—and possibly reshaping future practice. In lecturer communication, reflectivecommunication allows space for collaboration, growth, and innovation—it transforms how academics teach, research, and engage.

Driving Performance through Recursive Communication

Recursive communication is the type of communication that supports routine operations, structure, and performance within an organisation (Feldman, 2022).

It is predictable and structured and aims to maintain efficiency by repeating established communication patterns. In Orgtology, recursive communication belongs to orgamatics—the part of the organisation that deals with doing, performance, and processes.

It helps coordinate lecturers, keeps everyone aligned with institutional goals, and ensures that academia runs smoothly. In a university setting, recursive communication is essential for ensuring that lecturers stay informed, deadlines are met, and academic operations function smoothly. Without it, even the best ideas can fall apart in execution.

The Interplay between Feedback and Reflection in Academic Contexts

In Orgtology, feedback aligns with orgamatics—structured, repetitive, and aimed at performance. Reflection, on the other hand, belongs to organamics, focusing on interpretation and transformation. When lecturers receive feedback from students, peers, or leadership, it creates opportunities to reflect on their teaching methods, communication styles, and collaborative efforts.

This dual process enables continuous improvement: feedback provides the data, and reflection provides the insight. Institutions that foster a culture of regular feedback and purposeful reflection are more likely to experience adaptive, innovative communication among staff.

Conclusion:

Communication practices like those implemented by Kodak and the University of Waterloo demonstrate the importance of structured and intentional communication to enhance performance and navigate organizational complexity.

They reflect the dual role of communication. While recursive processes establish predictability and stability, reflective processes facilitate strategic adaptation and change. The true strength of communication lies not in performing these processes in isolation but rather in integration.

In academia, where institutions simultaneously engage in the routine delivery of teaching and research while continuously redefining their societal relevance, integrated communication practices become indispensable. Integrative communication becomes essential when institutions simultaneously engage in the routine delivery of teaching and research while continuously redefining their collective relevance.

By formally recognising and implementing integrated communication processes, academic institutions can overcome the persistent challenge of communication fragmentation.

This integration aligns operations with strategic objectives and ensures the institution remains viable within an increasingly complex and competitive higher education landscape.

Ultimately, when guided by the principles of Orgtology, successful academic communication transcends isolated practices and evolves into a dynamic system supporting performance and relevance.

References:

Feldman, M.S. (2000). Organisational Routines as a Source of Continuous Change. Organization Science 11(6): 611–629.Accessed 24 March 2025.
Hendrikz, D (2019). ‘Theory 2E – Understanding Workplace Results’, The International Orgtology Institute, 29 September. Available at https://orgtology.org – Essays. Accessed on 23 March 2025.
Hendrikz, D (2020). ‘Theory 2I – Understanding Orgtelligence’, The International Orgtology Institute, 25 September. Available at https://orgtology.org – Essays. Accessed on 23 March 2025.
Hendrikz, D (2020). ‘Theory Ix on Intelligence’, The International Orgtology Institute, 23 July. Available at https://orgtology.org – Essays. Accessed on 24 September 2020.
Hendrikz, D (2020). ‘What is orgtology?’, The International Orgtology Institute, 12 April. Available at https://orgtology.org – Essays. Accessed on 23 March 2025.
Interact Software (2022). Successful Internal Communication in Higher Education.
Kasalak, G., Dağyar, M., Özcan, M., Yeşilyurt, E. (2022). Reflective Thinking Skills of Academic Administrators in Higher Education. Front. Psychol 13: 1-11. Accessed 23 March 2025.
Nkambule, B. (2021). Run the Business and Change the Business for Sustained Success – An Orgtology Lens—the International Orgtology Institute, Accessed 23 March 2025.
Simelane, E.T. (2021). Measuring Relevance in an Organisation: Orgtology Perspective. The International Orgtology Institute, Accessed 23 March 2025.
TalkFreely (2020). Internal Communication Case Studies: The Terrible & The Terrific. Accessed on 23 March 2025.
University of Waterloo (2022). Internal Communication Audit Report. (Case study notes: identified lack of deliberate strategy and need for intentional approach)
Vision2Voice (2023) Internal communication: Why it matters and how to make it work. Available at: https://vision2voice.ca/internal-communication-why-it-matters-and-how-to-make-it-work/ (Accessed: 23 March 2025).

By: Elene Kruger

Bridging the Gap: Strengthening Lecturer Communication Through Orgtology