CPM and the workplace

Chapter 9 in the text discusses social penetration theory. Although the theory began as a fairly simplistic representation of the self and how individuals communicate, more recent applications have posited greater complexity in interpersonal interactions.

Communication Privacy Management theory (CPM) suggests that complete breadth and depth of self disclosure isn't what's always best for a relationship or the individuals involved. CPM identifies privacy boundary rules that people develop. These rules guide the degree that individuals are willing to disclose information. Communicators don't set those boundaries all on their own, however. Boundaries are always set, and negotiated, with others. Thus, rules may change over time and based on the relationship with the other person.

My colleagues and I recently applied CPM to organizational surveillance in the workplace. Students in my previous organizational communication classes gathered much of the data, so the responses to a large extent reflect norms in Bay Area organizations. What surprised us what the degree to which organization members allowed the organization to set privacy boundaries. Granted, employees are at a power disadvantage when dealing with surveillance in the workplace. But we expected more instances of resistance and more talk about the intrusion of the surveillance. Yet for the most part organization members accepted the reasons organizations gave for the surveillance and did little to subvert the system.