Jillian Mackie

Comm-2050
12 Dec 2016

Structuration Theory
Introduction
Structuration Theory is based on the research of Anthony Giddens, M.
Scott Poole, David R. Seibold and Robert D. McPhee. This theory helps define
how cultures have organizational rules and how they turn social systems
into the structure or system of their culture. They believe that cultures have
blueprints or rules for stating expectations, behaviors and communication
within the organization. This theory gives examples of how these rules and
structures impact your everyday environments.
Theory Definitions and Approaches
According to our Introducing Communication Theory book,
Structuration Theory uses Empirical/Scientific approach and predicts that
individuals use of rules and resources in an organization that have the power
to guide decision making. The researchers have used this theory to help
predict how communication influences the creation and modification of rules
and resources in group or organization. Giddens believes that social
institutions are produced, reproduced and transformed through the use of
the rules. While Karen Kroman Meyers (2006) states that social institutions
are organized around members interactional processes and practices.
Current Theory Status
A characteristic of Structuration Theory is that it goes beyond just
looking at structures says researcher and writer Rob Stones. He goes on to
say that a large part of this theory is based on how one conceptualizes the
structure in the organization. In an article detailing Giddens work and
research shares how his Structuration Theory has many positive effects in a
variety of fields. They mention these findings offer insight on Information
Systems and how researchers use of this theory can present significant
opportunities
An example of how this theory is currently applied in my everyday life
is evident with the company I work for; Discover. One thing that can set us
apart from all of the other competitors is the level of service we provide. In
the past a large focus had been placed on competitive rewards, low interest
rates and high credit lines. Once we noticed that almost any creditor could

offer those things we had to find what could make us stand out. As a
company we have guidelines for the way we expect a phone call to sound,
and the level of service that must be present, even required our agents to
use scripted phrases. However, as new members joined our organization,
some of our previously required elements on a phone call have changed.
Obviously the higher ups have set an expectation of what they want to hear
on the calls, but when agents that took the call presented hesitation for the
impersonal and robotic experience a deeper dive was taken into reviewing
our call strategy. We had believed this blue print of how to take the call
was all the agents needed to be successful. As feedback was provided and
focus groups of front line agents shared their vision of a perfect call, we were
able to change our strategy and create a fresh act.
Discover still very much relies on structuration and its a must for us to
abide by rules and regulations. It was very interesting to be part of the past
that conformed to the call flow deemed by management and to also be in
the organization as we are looking for ways to enhance the customer
experience while helping our account managers be themselves, have a little
wiggle room while hitting the main components of the call flow requirement.
Gone are the days of the verbatim conversations. We have suggested
scripting and talking points to help guide our agents through conversations,
but more importantly we want them to let their personality shine through.
We do still have structure where there needs to be a greeting,
acknowledgment, resolution, confirmation of satisfaction and a closing
statement, which are needed elements when taking a service driven phone
call. I like knowing that the rules have changed slightly, but there is still that
structure that helps guide the phone call.
Theory Evaluation
This theory offers three assumptions:

Groups and organizations are produced and reproduced through the

use of rules and resources.
Communication rules serve as both the medium for, and an outcome
of, interactions.
Power structures are present in organizations and guide the decision
making process

I tend to agree with these assumptions and find that this theory is very
present. I think rules and resources are very much needed in organizations,
families and communities. Without them it would be chaos. I also find great
value in communication and agree with the impact it can have on
interactions. The final assumption of power, or perceived power is always an

important factor. Power is the imposition of personal will on others. In order

to get the masses to comply or follow the structure there has to be some
form of power present.
An interesting aspect of this theory comes from Giddens (1979) he asserts
that a rule can only be truly understood in the context of the historical
development. His belief is that individuals need to know they whys behind
the rule in order for them to understand the importance of the rule in their
social system.

Improvements to Theory
I do agree with many of the ideas in the structuration theory. I find
myself working best when I have rules and structure. I know that not
everyone is like this and there may need to be a way to meet in the middle
for the different personality types. Because this theory relies heavily on
power, there can be negative effects if the person that is perceived to be
powerful isnt clear with their intentions or is using their power to install fear.
Power in this theory is used as a motivator or an additional part of the
structure, but if used incorrectly it can be damaging. In my example of the
call flow at Discover, if the upper management, who is perceived to have all
the power chose to not be open to suggestions and ideas of the agents
working for them, we most likely would have the same call flow. If the
powerful component of Discovers structure was stubborn and unwilling to
change, we would have to have dealt with the consequences of account
managers being disengaged; possibly quitting and a robotic experience
provided to our customers.
The only change or improvement I would suggest in this theory is that
the ideal of power be altered slightly. I think a powerful person is one that
can get many on board and gain buy in, but is also open to suggestions and
feedback. Having one powerful person with the my way or the highway
belief will do damage to an organization. Combining the ability to motivate
others to get the job done, while working with the people that need to do the
job to find the best solution possible creates power in the role of the leader,
but instill the feeling of being able to make a change or impact in the people,
which makes them too feel powerful. Isolating the power to one source can
have its consequences.
Conclusion
As I researched this theory I was able to better identify how this fits
into my life, my job role and my community. It was interesting to learn that

the reason we do things can be tied back to a theory. I like the comfort and
safety that structure and rules bring to my life. This is a theory that I use
daily. I do have a better understanding of the different ways power can be
viewed, and I also gained insight into the value of explaining the whys
behind the rules. Just implementing this in the last few weeks within the
department I manage, has helped reduce what I had previously perceived as
push back. Looking back, my team wasnt pushing back and refusing to
follow the rules, they just didnt understand why things had changed or why I
was asking something new of them. This research has allowed me to better
understand how to help improve the structure of my department and to help
shed the light to my agents to ensure they are on board and understand why.

References

Jones, M.R., & Karsten, H. (2008). GIDDENSS STRUCTURATION THEORY AND

INFOMRATION SYSTEM RESEARCH. MIS Quarterly, 32(1),127-157
Stones, Rob. "Introduction to Structuration Theory." Structuration Theory.
Basingstoke: Palgrave Macmillan, 2005. 1-11. Print.
West, R. L., & Turner, L. H. (2007). Introducing communication theory: Analysis and
application. Boston: McGraw-Hill.