Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

The writer believes that scholars should take more explicit positions on this subject. Reading the articles and books on these topics, one notices an almost fearful approach to them. Almost as if addressing such issues would put the author at odds with the business world. The writer disagrees with this position and believes that, on the contrary, these topics should be made explicit, studied, analysed and criticised. It should note that the two examples given above are not fictional but represent real-life cases. For privacy reasons, it is not deemed necessary to highlight the companies' names or the country to which they belong. Both companies are, however, companies defined as significant, and therefore companies that have a global impact on the community, the environment and society that is highly relevant, both on a practical and pragmatic level and in terms of information dissemination. Another issue addressed by modern psychiatry falls within the scope of the problem of intended outward communication. To make it clear how a subject can enter a period of severe mental distress, academics often make this example: when the ship's captain is angry and needs to vent his anger and frustration, he hits, metaphorically, of course, his second-in-command. The vice-commander, in turn, to vent his accumulated anger and frustration also arising from a situation often beyond his control, vents this feeling of resentment and anger at his assistant, who, perceiving the same feelings as the vice-captain, vents his frustration and anger at the head of the ship's lower-level personnel, i.e. the sailors as a whole. When the head of the seamen perceives a fit of intense anger and frustration to alleviate the feeling of discomfort, he vents it totally and extremely strong, though not physically, at the deckhand. And the hubby, at this point, goes mad as he has no subordinate on whom he can vent his anger and frustration. This example is given in many psychiatry courses to show how mental distress can arise in particular situations. To an unobservant and superficial reader, it might seem that reporting this example in this article is misleading and unrelated to the focus of the topic discussed in the article. This is not true. If we address the issue of corporate communication within the company, and thus between persons who are employees, positioned at various hierarchical levels, or collaborators of the company, we can understand how the issue, as mentioned above, has a direct impact on corporate communication. There are often situations where certain information is only provided to specific persons at an intermediate hierarchical level but is only discussed at a higher one. This may make sense if those at the intermediate hierarchical level cannot intervene for a lack of management and decision- making authority on the issue being communicated. But if, on the other hand, as often happens, the communication in question concerns data in which the subject of the middle hierarchical level intervenes directly with his activity. It is precisely the subject who manages that activity. The lack of clear, correct, truthful, analytical and complete communication represents an element that can create severe work discomfort that can directly or indirectly influence the subject's work activity. In this case, it is difficult for anger and frustration to build up due to the lack of possible retaliation against subordinates. Therefore, it is difficult for a latent state of mental discomfort due to the absence, as in the case of the ship's deckhand, of a subject against whom to vent one's aggressiveness. It is a fact, however, that the situation of superficial and incomplete communication given to issues in intermediate hierarchical positions which must, in turn, manage precisely that data whose context and complexity they do not know exactly since the only hierarchical elements believe they should not disseminate all the information of a strategic nature to the various subjects that make up the corporate hierarchical structure, can have an extremely negative impact on the company's income, financial, equity, and sustainability performance. And on the work performance in general of those who realises that they have to manage data of which they only know a part and of which, not knowing the global context, they continue to find great difficulty in making coherent the management actions to be implemented and the same decision-making process to be developed over time. As can be seen, the communication issue also considerably impacts the level of the company's internal actors. This is where it can find the case cited in the title of this paragraph, i.e. communication can be structured incoherently that, as a consequence, creates the basis for the interlocutor to go mad, from a metaphorical point of view, or in any case to encounter work and mental discomforts that have nothing to do with the symbolic but are real pragmatic and unfortunately very widespread. 35 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals In the corporate communication of data that is provided to the various subjects belonging to the different hierarchical categories, or to the different corporate projects, or finally to the different matrices that can be created to aid decision-making, there is also the case where information given to the same subject is conflicting. This can happen due to material or formal errors. In this case, the situation cannot be criticised in the extreme because error is always human and therefore the circumstance that there is a material or formal error in the data is always possible. It may, however, happen that the data that is provided to a subject is not perfectly consistent due to a different view of the data from which the values that are provided to the subjects in the intermediate hierarchy derive their sources. Data must in fact be interpreted. A number has little value in itself if it is not interpreted in the context in Communicating through Non-Communication or Over-Communication