ABSTRACT
In chapter 8, we examined some of the characteristics associated with adversarial communication in the two-way asymmetrical, or advocacy, model. Advocacy communication is largely based on a managerial point of view in that it clearly is used as a means of controlling the ways in which situations are defined and given meaning. Organizational advocacy communication is grounded in a combination of Sullivan’s (1965) technical and partisan values. As such, communication effectiveness lies with the creation of a persuasive message (via the conduit metaphor) that successfully limits participation in the organization’s sphere of influence, or system (Deetz, 1992).
