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From Rousseau to the Chinese Mandarin class to a police officer, mediation has proven a vital link in the communication process. For often without the assistance of a neutral third party, proper communications cannot be achieved. In a business organization, it is especially important that communication flows effectively and is not altered so that productivity does not suffer. It is my purpose in this paper, to show the effectiveness of a mediator in various organizational situations and then to suggest the effectiveness of such a position — one which is now largely nonexistent — in most broadcast situations.
The mediator is a third party who is often "positioned at the crossroads" 1 of a communication channel and has many roles ranging from a messenger or liaison, to a conflict resolver, to an organizer. "Intermediary," "go-between," and "linking pin," 1 are also terms that are used in these various situations. For clarification in this paper, they will all be synonymous with "mediator," as I will point out different situations in which any one or more of these words will be appropriate. describe the mediator as
"an individual who interpersonally connects two or more cliques within a system without himself belonging to any clique." 1"Clique" in this explanations refers to certain close knit groups in the organization who share a common job or goal (e.g. the executives, secretaries, salespeople, etc.). The mediator appears in almost every organizational situation. In business organizations, there are people who, either formally or informally act as mediators, usually because their position in the organization facilitates and encourages the acceptance of the role. In other organizations — for example, the family, as the immediate social organization — a member or members act as mediators.
One of the characteristics of a mediator is that the person has "one foot in each of the two different worlds." 1 In other words, the person who is chosen to act as the mediator is capable of seeing both sides of the situation without being influenced unfairly by either. Often, this means that the individual is capable of performing either job if the two "cliques" but would do neither as well as the respective party, thus completing the loop of feedback from party to party, thus completing the loop of communication which increases group cohesiveness, which, in turn, increases feedback. 2 With the knowledge of both sides of the situation, the mediator often has a broader view of the situation and therefore is aware of the circumstances perhaps to a greater extent than either of the two parties. One example of such a mediator is the secretary in a business office (or, for a more liberated description, "Office Technician"). 3 As s/he is positioned between the management and the workers, s/he is aware of what both parties are accomplishing, from typing memos, answering telephone calls, and talking to both groups as they enter and leave the office. S/he can, therefore, through the delivery of interparty memos, phone messages, and conversation, complete the feedback loop of the office personnel, who oftentimes are so involved in their duties that they would very seldom otherwise attempt the communication themselves. This messenger or liaison function is also apparent in the job of a senate page. Although s/he seems only to have the duty of delivering messages, the communication circle during the time a message is sent will not be complete without this intermediary.
Another function that stems from the ability to see both sides is that of "clarifying positions and issues and attempting to enhance the flow of cooperative communication between parties." 4 As put it:
"His [the mediator's] position in the conflict is twofold. First, he serves as chairman in whatever face to face confrontations occur. Second, because such confrontation is not always conducive to conflict resolution, he serves as messenger between the parties."4Conflict is an unavoidable occurrence in all interpersonal communication. Often, the use of a mediator to help resolve conflict is a valuable method in dealing with parties who are especially prone to disagreement. There are two types of conflict: conflict involving issue, and conflict involving personality.4 The family is a good demonstration of both types. The issues range from who gets to eat the last piece of pie to who is to be the head of the house if a parent dies. The personality conflicts are also of multiple facets, from the quiet sister, to the spoiled brother, to the selfish uncle. Although the parent would commonly be the mediator in such a situation, it is interesting to note that often, in a three sibling family, it is the middle child who assumes the role of mediator. Through the understanding of the younger and the older sibling, the middle child can not only learn to mediate on their behalf, but also gain a more social view of people outside the family. In this type of social organization, it is interesting to see the presence of both the formal mediator (the parent) and the informal mediator (the middle sibling).
The last form of mediation which I feel is relevant is that type which forms a "bridge" between issues and groups which appear on the surface to be dissimilar. Swartzbaugh calls it "integrative mediation." 5 Although he was being a bit facetious about its application, I believe he made a rather good point in that if the need arises, everything can be related and therefore some common ground can be found on which to work together. He uses the example in his book The Mediator of a teacher in an integrated school having an informal classroom discussion. Once the children begin to talk about their family life, likes and dislikes, etc., black and white children realize that they aren't totally different from each other. The discussion itself acts as the mediator in this process. The teacher creates the "bridge" between white and black by merely facilitating the natural feedback from group .
The broadcast situation has many of the same needs for more rounded interpersonal communication as do the business and informal organizations I have mentioned. But because it is itself a medium of communication, and one specifically involved in entertainment, the need for mediation doesn't stem from just one or two problem areas, but more from a combination of many. Specifically, because there is so much job specialization, the "cliques" become more apparent. In addition, the personality types which predispose people for certain jobs, tend to clash much more readily with those personality types of another clique. And last, there is very little attempt to form and understanding of one group's importance to the other; they are seen as completely different entities.
Because a broadcast entertainment medium must sell itself as well as service its customers, it must operate as a business and professional organization to sell its product, and pay its employees. However, it must also encourage creativity in the form of the non-salesman-like aspect of performance — the entertainment service. An even more discouraging paradox is that it is what the salespeople sell that pays performers' (e.g. disc jockeys) wages, but not necessarily what the performers do that pays for the sales people's wages. Of course, without the entertainment, the station can't survive, but the work of disc jockeys does not generate immediate gratification in the form of money the way a paper check does. So where is the missing link of communication? It lies once again in the lack of one person who sees both worlds, who can resolve the issue and personality conflicts, and who can create a "bridge" to relate the two groups.
The basis for my research in this area stems from my experiences as a copywriter at a hit music format station, KQLA FM 104, in Manhattan, Kansas. It is this station that I use as a case study to exemplify my conclusions in the following paragraphs. I feel justified in extending my observations to include most smaller market radio stations because the number of personnel and job categories are basically the same: a general manager, a program director, salespeople (including a sales manager), disc jockeys (who also do production), a news director, an office manager (who does the scheduling of commercials and continuity, answers the telephone, and logs business contracts), and a bookkeeper. Therefore, I conclude that the needs and problem areas are also basically the same.
I am specifically concerned with the problems concerning two "cliques": the salespeople and the production staff (disc jockeys). Because one group spends relatively little time "at the office", and the other group is relatively confined to the air or production booth, they don't interact as often as is needed to be conducive to good interpersonal relations. It is mainly in the area of communication between the two that there seems to exist the greatest need for some type of intermediary.
It is at this point the question arises as to who is best qualified to serve as a mediator in these situations. The formal mediator is obvious. The person in management position is the most likely choice to handle discontent among the ranks. However, in such a small organization, the manager, whether the sales manager or the general manager, is often concerned more wit the business aspect of keeping the operation running than in taking the time to work out interpersonal relations. Therefore, s/he tends to exercise the role of arbitrator rather than intermediary. Arbitration is a rather severe form of mediation as it does not allow active participation from the opposing parties in working out a solution to the conflict.
describe the role as such:
"...an arbitrator has complete decision making power...and renders a binding decision. Because arbitration is actually the final alternative in resolving conflict, its use is limited to those situations where the gravity of the problem, ego involvement, and agreement distances are most severe. Arbitration is a win-lose method, and, as such is a last resort."6In the small organization such as the broadcast situation to which I am referring, most of the problem areas are not so severe as to warrant such a form of mediation. Indeed, arbitration sometimes causes dissention. 7 It would be much more effective to enlist someone who is "one of the troops" to behave as the mediator thus eliminating any "formalities" that might hinder the communication loop with the exertion of authority. Yet, this person must have some valid knowledge of the issues at hand; in this case, someone who understands both the responsibilities of the salespeople and the production operations. It has been my experience that the person who most aptly fulfills this criteria is the station copywriter.
The copywriter is very literally "positioned at the crossroads" in a broadcast station — between the sales people who provide the information on which the copy is to be based, and the disc jockeys (DJs) who are the producers of the final product which is to be aired.
First, the copywriter serves as a liaison between the two parties. Much like a Senate page, the copywriter can relay messages from sales to production and vice versa. It is most effective for the copy writer to serve this in this function because s/he has the knowledge of both sides of the situation: learning from the sales people what the client wants – content, length, ad form, talent, etc. – and knowing what the production side is capable of doing – equipment, special effects, personnel, and time or lack thereof. Therefore, the copywriter can relay accurate messages from on "clique" to the other as well as clarify issues and questions that arise concerning the production of copy. The result is valuable completion of the feedback loop — the connection of two "cliques" who would otherwise seldom attempt any communication on their own.
Another area in which a copywriter can be an important key in mediation is that of conflict. Since it is ultimately the client who determines the outcome of a conflict in "issues," – what the content of the ad should be, times it will run, and so on – the copywriter serves more as the mediator in the conflict of personality. DJs are people whose personality types are predisposed toward entertaining others. They, therefore, seek occupations accentuating that fact and often tend to be more emotional about their work. It takes much self-confidence to display oneself to a mass audience. As a result, one's ego can also be bruised very easily by unconstructive (and oftentimes constructive) negative feedback.
A conflict can arise when, after a DJ has completed a piece of production, s/he learns that for some reason it is not good enough to be aired. This can happen for several reasons — it was a "spec" tape that a client didn't like, some information changed or was misread, the client cancelled the contract, etc. The DJ is most likely to receive the negative message in a variety of ways, also — a brisk note with no explanation, a harsh word from a disgruntled salesperson, or simply the sudden absence of the spot (advertisement). In these situations, it is understandable that the lack of proper communication from both parties creates a tension that can soon mount to a less desirable form of conflict. The copywriter again has the advantage here of being the most effective intermediary. From working within both groups, and because the organization is a relatively small one, the copywriter learns how to deal with individual personalities in both parties on a one-to-one basis more quickly than the members of opposite parties do. Therefore, it is much easier for the copywriter to temper the messages which flow back and forth and alter them so as to create the least disturbance.
The last problem area is, I feel, the most important area in which there is need of the copywriter as a mediator. It is where the salespeople and the DJs fail to see any connection or similarities between their jobs. The copywriter in this situation must form a "creative bridge" between the two. Just as 's teacher did, the copywriter must find a way to show the two "cliques" that although there are definitely differences in the job descriptions, there is still the common goal of pleasing the client through the service. The copywriter must choose a more direct form of communicating this fact, however, than simply initiating a conversation and waiting for it to evolve. The copywriter must show both parties the importance of one to the other through
When there is no copywriter, the task of developing creative copy is either pushed upon other office workers, such as the office manager, or done by the salespeople themselves. Either way, the task of writing copy takes second place and therefore is done quickly and often sloppily for lack of sufficient time for creativity and thought. When such a case occurs, it is easy to see why there would be tension between sales and production.
From my experience at KQLA, I have noted the problem areas in such a situation, and I have found the operation of such a station to be similar to that of other small business organizations. In the latter, show the importance of fulfilling the liaison role:
"The liaison roles has important practical implications for organizational communication, as liaisons are undoubtedly crucial for the effective operation of an organization's interpersonal network. Liaisons occupy strategic positions within organizations; they can be either expediters of information flow or bottlenecks in communication channels. Liaison roles may have to be formally created in an organization if they do not exist informally." 8The similarities between the problem areas in a broadcast station and those in another type of organization are strong enough that I feel that what suggest is relevant pertaining to the small market radio station. The need for the formally created role of liaison/mediator is apparent. However, the formally created role of liaison must appear in a slightly different form. To avoid the formal title of "mediator," and therefore, avoid any possibilities of arbitration, I propose that the role of mediator in the small market radio station be created inconspicuously through the position of a copywriter. Since most small market radio stations do no employ the formal position of "copywriter," I therefore suggest that the addition be made. Setting aside the obvious benefits of having someone to tackle the unwanted task of writing copy, the copywriter – as the functional mediator – can prove a valuable link which is presently missing in the chain of interpersonal communication in most small market radio stations. The idea of budgeting an additional person on the payroll does present a problem in most cases. The copywriter can always be hired in a part-time position. The return on investment may take longer, as the change-over from present writers of copy to a part-time copywriter will be slower than with a full-time copywriter, but the mediation function will still serve its purpose.
At this point, the issue arises as to who should be hired to assume this role. What personality characteristics, experience and other qualifications are needed to create the proper link between two opposing groups? The copywriter as a mediator must be someone who, although considered "one of the others," still stands his/her own ground. The mediator must not take on the aspect of arbitrator, but must also not be overcome by the influence of either group. What is required is someone with an apparently outgoing, self-confident personality: one who is able to express her/himself with clarity and who displays the willingness to "put him/herself on the line" when s/he meets a challenging situation. In addition to DJs, salespeople must also "perform" when they are pitching to a client. Both types of people must display equally strong personality characteristics in their line of work. The mediator who displays very quiet and thoughtful characteristics will not do well in this position of facilitating communication.
In addition to an outwardly expressive personality, the mediator must also have a strong awareness of the social and political surroundings affecting his/her job. Without a broad view of the situation when dealing with interparty conflict, a person may not see both sides completely and therefore not effectively perform the mediation function in a conflict. Also, the broadcast business is the "now" business. Since the medium is used to report current events, inform people of important issues, and provide current entertainment, the people who run the station must also have an understanding of what is going on.
With a knowledge of surroundings, the copywriter must have a "balanced" experience between the fundamentals of production and of sales: the "foot in each of the two worlds." A person applying for the position who has had an internship in sales, and who worked prior to that as a DJ would be an example of a likely candidate. But this balance does not necessarily have to be from another broadcast station per se. For example, a background as a salesperson in another type of business would provide an understanding of the tasks and responsibilities of selling a product. And a college theatre career would give an individual an understanding of the time management needed in production. Both experiences would provide an understanding of the personality types in the broadcast situation. Without a balance between the two jobs, the copywriter might not gain a "foot in each door" kind of understanding with the "cliques" and a one-sided relationship might develop, which would not be productive from a mediation standpoint.
Finally, the copywriter must be qualified for the actual job: i.e., have some experience or education involving the type of writing techniques used in writing for broadcast, and be equipped with the creativity needed to provide new ideas for copy. A good production voice for assistance is also helpful. I say that actual job qualification should be the final consideration, because, although and actual working knowledge of the writing technique for broadcast is important, it does not necessarily need to be extensive because creativity and writing skills can improve rapidly with experience. Copywriting becomes easier and more natural with practice. The skills, personality and experience of a mediator, however, need to be more developed, as the copywriter might need these characteristics more.
Through research and experience, I have presented my conclusions on one of the problem areas found in the broadcast business. I hope that through this paper one can gain a better understanding of the underlying function which a copywriter performs in a broadcast situation.
There are several characteristics needed to qualify the copywriter as a mediator for his/her role. First, the mediator must have "a foot in the door of each of the two different worlds" which s/he is between. Also, the mediator must have an outgoing personality, a fundamental knowledge of the working parts of a broadcast station, and a strong comprehension of the world around him/her. If the proper person is chosen for the job of copywriter, all of these characteristics will be present. For the actual tasks of writing copy, it is important that the person chosen have some knowledge of broadcast writing techniques, however, with practice his/her abilities will improve.