In organizations and communities It is argued that communities communicate and store collective knowledge through lateral communication and that it is an essential ingredient in making hierarchies work, by compensating for errors in hierarchies' information flows. Lateral communication is communication between different individuals , departments , or organisms on the same organizational level. Lateral/horizontal communication The term lateral communication can be used interchangeably with horizontal communication. In his text entitled Organizational Communication, Michael J. Papa defines horizontal communication as "the flow of messages across functional areas at a given level of an organization". With this system, people at the same level are permitted " to communicate directly without going through several levels of organization". Given this elasticity, members of an organization have an easier time with "problem-solving, information sharing across different work groups, and task coordination between departments or project teams". The use of lateral or horizontal communication in the workplace "can also enhance morale and afford a means of resolving conflicts. According to research done by John E. Spillane, Mary Mino, and M. Susan Rowles, "lateral communication involves not only the movement of information from the upper levels to the lower levels of the organizational hierarchy but also is defined primarily as the quality of information sharing among peers at similar levels. Specifically, lateral communication occurs among coworkers, during staff meetings and informational presentations, throughout shift changes, and among employees regardless of peer types. In short, lateral communication's purpose is to keep organizational personnel informed of all current practices, policies, and procedures". Structure Mechanistic Structure "A mechanistic or hierarchical organizational structure emphasizes specialization in position. Examples include healthcare and governmental organizations where information is communicated based on a chain of command. This organizational structure type is not conducive to lateral communication and, in fact, discourages it. Since direction and coordination are achieved through upper hierarchical levels, peer information sharing is limited. Overall, a mechanistic structure promotes vertical communication or top-down communication with strict alignment and unity of command within the organization" ( Spillman and Mino 101) . Organic Organizational Structure "An organic organizational structure is built upon an entrepreneurial concept. Here, the decisions made are decentralized and coordinated by mutual adjustment rather than command and control. Examples include a small business or a manufacturing facility where communication is promoted at all levels of the organization. This organizational structure allows for greater autonomy, promotes individual initiative, and allows employees to be involved in the decision-making process thus enabling employee decision-making to contribute to or detract from organizational goals. In short, an organic organizational structure can encourage and facilitate lateral communication" (Spillman and Mino 101) . Organizational culture/climate "Organizational culture refers to the organization's shared visions, values, beliefs, goals, and practices (Gilsdorf, 1998). Deals and Kennedy (1982) have connected culture with effective communication. Strong cultures and effective communication result in employees who are more productive because they know exactly what is expected of them in organizational settings. Gilsdorf (1998) has implied that the more employees perceive a positive or strong organizational culture, the more productive they will be. Poole (1985) has contended that an organization's quality of communication is summed-up in its culture. In many cases, a strong positive organizational culture or climate can encourage employees to communicate effectively laterally when sharing achievements and disappointments. Thus, as Comer (1991) has asserted, managers should actively encourage employees to communicate effectively laterally with their peers. In sum, lateral communication allows for a spirit of collaboration and teamwork by empowering employees at every level of the organizational hierarchy to work effectively together (see, for example, Thamara, 2000)" (Spillane and Mino 102) . Problems with horizontal communication Although this system of communication can be effective, problems can often ensue when communicating across the same organizational level. According to Papa's book Organizational Communication , "horizontal communication problems occur because of territoriality, rivalry, specialization, and simple lack of motivation." In addition to these problems and in general, "organizations that traditionally have functioned under rigid authority structures with fixed lines of communication may find that the values and expectations that members have acquired under such systems inhibit attempts at horizontal communication." Other problems with this form of communication can happen between multinational corporations. "Horizontal communication between subsidiaries of the same multinational corporation (MNC) is a problem faced by staff as the demands for communicating across borders are pushed downwards in the organizational hierarchy." (Mirjaliisa and Marschan-Piekkari 9) . Rivalry Rivalry within organizations occurs for example when the different levels of an organization fail "to cooperatewith one another" . For example, Papa gives an example of "corporate executives in a national department store chain" who "encountered territorial rivalry when they discovered that local stores within each of the company's major sales districts refused to cooperate with one another on sales promotions". "Stores within the same sales region literally were in competition with one another as well as with other department store chains" Rivalries such as the example stated in this paragraph inhibit the effectiveness of horizontal communication. Specialization Specialization is a problem that often happens when organizations do not have uniformity within departments , causing communication difficulties . Specialization can occur within procedures or vocabulary used by different departments. For example, when "different specialties use the same terms in different ways , "  this can create confusion and miscommunication. When this occurs organizations have trouble functioning properly and do not run smoothly. Lack of Motivation "Horizontal communication often fails simply because organization members are unwilling to expend the additional effort that it requires." "Horizontal communication may require contact with people in units that are well removed from our own. The channels and rules of interaction may be unclear. We do not really know these people. The need to communicate with them makes us uneasy or takes too much time, so we avoid or ignore it"
Organizations and communities Communities communicate and store collective knowledge through lateral communication and is an essential ingredient in making hierarchies work, by compensating for errors in vertical information flows. In an organization, lateral communication is communication between different individuals /departments at the same organizational level. The term lateral communication can be used interchangeably with horizontal communication. In his text entitled Organizational Communication, Michael J. Papa defines horizontal communication as "the flow of messages across functional areas at a given level of an organization". People at the same level " communicate directly without going through several levels of organization". Given this elasticity, members of an organization have an easier time with "problem-solving, information sharing across different work groups, and task coordination between departments or project teams". The use of lateral or horizontal communication in the workplace "can also enhance morale and afford a means of resolving conflicts. Other research asserted, "lateral communication involves not only the movement of information from the upper levels to the lower levels of the organizational hierarchy but also is defined primarily as the quality of information sharing among peers at similar levels. Specifically, lateral communication occurs among coworkers, during staff meetings and informational presentations, throughout shift changes, and among employees regardless of peer types. In short, lateral communication's purpose is to keep organizational personnel informed of all current practices, policies, and procedures". Structure Mechanistic structure – "A mechanistic or hierarchical organizational structure emphasizes specialization in position. Examples include healthcare and governmental organizations where information is communicated based on a chain of command. This organizational structure type is not conducive to lateral communication and, in fact, discourages it. Since direction and coordination are achieved through upper hierarchical levels, peer information sharing is limited. Overall, a mechanistic structure promotes vertical communication or top-down communication with strict alignment and unity of command within the organization" . Organic structure – "An organic organizational structure is built upon an entrepreneurial concept. Here, the decisions made are decentralized and coordinated by mutual adjustment rather than command and control. Examples include a small business or a manufacturing facility where communication is promoted at all levels of the organization. This organizational structure allows for greater autonomy, promotes individual initiative, and allows employees to be involved in the decision-making process thus enabling employee decision-making to contribute to or detract from organizational goals. In short, an organic organizational structure can encourage and facilitate lateral communication" . Organizational culture/climate "Organizational culture refers to the organization's shared visions, values, beliefs, goals, and practices (Gilsdorf, 1998). Deals and Kennedy (1982) have connected culture with effective communication. Strong cultures and effective communication result in employees who are more productive because they know exactly what is expected of them in organizational settings. Gilsdorf (1998) has implied that the more employees perceive a positive or strong organizational culture, the more productive they will be. Poole (1985) has contended that an organization's quality of communication is summed-up in its culture. In many cases, a strong positive organizational culture or climate can encourage employees to communicate effectively laterally when sharing achievements and disappointments. Thus, as Comer (1991) has asserted, managers should actively encourage employees to communicate effectively laterally with their peers. In sum, lateral communication allows for a spirit of collaboration and teamwork by empowering employees at every level of the organizational hierarchy to work effectively together (see, for example, Thamara, 2000)" . Challenges Although laterl communication can be effective, according to Papa , "horizontal communication problems occur because of territoriality, rivalry, specialization, and simple lack of motivation." In addition to these problems and in general, "organizations that traditionally have functioned under rigid authority structures with fixed lines of communication may find that the values and expectations that members have acquired under such systems inhibit attempts at horizontal communication." Other problems with this form of communication can happen between multinational corporations. "Horizontal communication between subsidiaries of the same multinational corporation (MNC) is a problem faced by staff as the demands for communicating across borders are pushed downwards in the organizational hierarchy." . Rivalry Rivalry within organizations occurs for example when different groups at a given organization level fail to cooperate . For example, Papa gives an example of "corporate executives in a national department store chain" who "encountered territorial rivalry when they discovered that local stores within each of the company's major sales districts refused to cooperate with one another on sales promotions". "Stores within the same sales region literally were in competition with one another as well as with other department store chains" Specialization Specialization can inhibit communication when organizations do not have uniformity within departments . Specialization can occur within procedures or jargon used by different departments. For example, when "different specialties use the same terms in different ways " , this can create confusion and miscommunication. When this occurs organizations have trouble functioning properly and do not run smoothly. Motivation "Horizontal communication often fails simply because organization members are unwilling to expend the additional effort that it requires." "Horizontal communication may require contact with people in units that are well removed from our own. The channels and rules of interaction may be unclear. We do not really know these people. The need to communicate with them makes us uneasy or takes too much time, so we avoid or ignore it"
R
In organizations and communities It is argued that communities
Organizations and communities Communities
D
that it
R
hierarchies'
vertical
R
Lateral
In an organization, lateral
R
, departments , or organisms on
/departments at
D
Lateral/horizontal communication
R
With this system, people
People
D
are permitted
D
to
R
According to research done by John E. Spillane, Mary Mino, and M. Susan Rowles,
Other research asserted,
R
Mechanistic Structure
Mechanistic structure –
D
( Spillman and Mino 101)
R
Organizational Structure
structure –
D
(Spillman and Mino 101)
D
(Spillane and Mino 102)
R
Problems with horizontal communication Although this system of
Challenges Although laterl
R
problems can often ensue when communicating across the same organizational level. According to Papa's book Organizational Communication
according to Papa
D
(Mirjaliisa and Marschan-Piekkari 9)
R
the different levels of an organization fail "to cooperatewith one another"
different groups at a given organization level fail to cooperate
D
Rivalries such as the example stated in this paragraph inhibit the effectiveness of horizontal communication.
R
is a problem that often happens
can inhibit communication
D
, causing communication difficulties
R
vocabulary
jargon
D
,
A
,
D
Lack of