Jason T,
I didn't mean to imply that communications between course maintenance and the members should be relegated to the back burner. I am saying that it seems to slip because the superintendent position is not 8-5 and many clubs have limited resources forcing the incumbent to prioritize over a 12 to 16-hour daily schedule, six and seven days a week without getting all the important jobs done.
Another factor is personal in nature, i.e. the self-selection that goes into pursuing a profession, be it sales and marketing, police work, teaching, finance and accounting, agronomy, etc. I've met many superintendents over the years and a very common characteristic is that of being toward the introverted end of the scale (extroverted on the other). Communication does not seem to be in a familiar, handy place in the toolbox. And, as you know, we tend to be more comfortable going with our strengths and sometimes procrastinating on things we don't like to do.
I can't agree more that the relationship with golf professional staff and the superintendent's shop should be seamless and continual. Sorry to say that in my experience this has been the exception as opposed to the rule. Part of this could very well be due to what was mentioned earlier- the pro shop gets all the complaints about course conditions and setup, many which are unwarranted, some with cause.
A strong general manager may be the best solution, ensuring that the two departments are cooperating and organizing clear and regular communications with the membership. Leadership is the key at any club. Those clubs with the best cultures probably have the strongest leaders. A reasonable budget as well.