The Burden of Ambiguity: Writing at a Cooperative
Purpose: While many organizations use ambiguity to strategically build a "unified diversity" around an organization's mission, democratically managed organizations need to tread a narrow path between necessary ambiguity (which allows flexibility) and dysfunctional ambiguity (which
causes disarray). To illustrate, I report a subset of findings regarding occasions when ambiguous documents had a significant impact on a democratically managed organization. Methods: I conducted a three-phase study of a democratic cooperative. Using a mixed-methods approach, I sought
to uncover the ways technical and professional communication (TPC) concerns like ambiguity and clarity function in a democratic business. In my analysis, I looked for patterns and dissonance between/among artifacts and participants, paying special attention to areas of ambiguity. Interviews
and transcripts were analyzed alongside various genres using rhetorical analysis. Results: Looking at two significant documents—job descriptions and bylaws—I found that ambiguity was rarely benign at Owen's House. In the job descriptions, ambiguity rendered key positions
dysfunctional and undermined the collective, resulting in a crisis. However, ambiguity in the bylaws allowed the collective to reinterpret organizational goals in support of necessary changes critical to achieving solvency. Conclusion: When building unified diversity, democratic organizations
must consider the positive and negative consequences of textual ambiguity. This consideration should extend to regulatory documents where clarity is often an assumed objective. Documents need to be flexible enough to adapt to changes and defined enough to avoid sliding into dysfunction.
Keywords: AMBIGUITY; BUREAUCRACY; COMMUNICATION; COOPERATIVE; TEXTS
Document Type: Research Article
Publication date: 01 February 2018
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