Not long ago, a manager who indicated an interest in "two-way" communication would be seen as "enlightened" or "progressive."

To be fair, such managers are more progressive than those who think they are the ones to give the orders and that "the staff" are there to execute them without dissent or even query.  But the implication that organisational communication is "two-way" is equally reflective of the same top-down mentality of the more dictatorial members of the management fraternity.

There is nothing wrong with sounding out one's subordinates.  But organisational decisions have wider impacts than on managers and staff.  They impact customers, perhaps alter supply chains, and reflect on the organisation's credibility with a wide range of stakeholders.  And, in many respects, finding out what a staff member's opinion is could be much more valuable when it becomes known how and with whom he or she shares it. 

Most research and feedback tools have yet to genuinely reflect intensity of opinion or the networks through which those opinions travel and impact the behavior of others--and it may be some time before this gets nailed.

But in the meantime, a first step is to challenge the mentality and language with which sensing and feedback collection is expressed.  And that means thinking seriously about saying good-bye to that old friend, "two-way communication."