Barriers and Aids to Communication

Barriers are formed at the time of encoding and decoding Mental Filter Barriers are sharper when perceptual fields or frames of references of participants in the act of communication are widely different

1. 2. 3. 4. 5.

How are communication barriers identified? Disadvantage of barriers to the process of communication Do they always originate in the sender? Do they also originate in the receiver? How can the barriers be overcome?

Barriers categorized as Sender-oriented Receiver oriented

1. Groping for the right message 2. Mental block 3. Lack of language skills 4. Superior attitude 5. Lack of collaborative effort 6. Perception of reality 7. Bypassing 8. Abstracting 9. Slanting 10. Frames of references 11. Distractions 12. Over/Under communication 13. Lack of clarity

Sender Oriented Barriers

Less common experience

Common experience

Symbol

Reality

Apropos to your advertisement in The Hindu of April 10,2010 for the post of typist and stenographer-male or female. I have worked in both capacities and would like to apply for the same

1. Mental Turbulence 2. Ineffective grasp of message 3. Partial grasp of topic 4. Distractions and Preoccupations 5. Difference in reception and comprehension 6. Tendency to evaluate 7. Lack of interest 8. Misunderstanding 9. Biased listening 10. Lack of provision of correct feedback

Receiver Oriented Barriers

Tom ( to Sam) : How are you, Sam? Sam : Good and you? Tom : Couldnt be better. Heard that your team leader has moved a proposal for sanction of extra space in the office. Believe the proposal made its mark Sam (uncertainly) : I am not too sure. See you.

James ( to Maria) : Where have you been? Maria : Very much here. Have been busy at my work station. And you? James : Working, catch up with you later!

Closed Communication Climate

Top-heavy organization structure

Long lines of Communication

Lack of trust between management and employees

Competition for power, status, and rewards

Fear of reprisal for honest communication

Differing frames of reference among communicators

Lack of communication skills

Ego involvement

Turf wars

Aids to Communication
The principles that guide communication process The seven Cs of Communication The four Ss of communication

Cs: The Seven Golden principles of Communication

1. 2. 3. 4. 5. 6. 7. Completeness Conciseness Consideration Concreteness Clarity Courtesy Correctness

Completeness Quantum of information needed for making a message complete. The prerequisites are 1. Include all essentials 2. Satisfy all queries 3. Add value

Conciseness Brevity and relevance

1. Avoid Jargons 2. Audience centric language 3. Do not repeat Consideration 1. Empathy
a. b. c. d. e. What are your expectations and needs What is your perception of the issue under consideration Is it limited by organizational constraints What will be your response in then current situation Has the content of the discussion been intellectually and emotionally satisfying

2. Bond with the audience 3. Be audience /reader friendly

Adopt friendly and positive tone

4. Clarity and honesty in intention

Concreteness
Clarity in message
Is the message to the point Have you been specific in presentation of issues Is your message crowded Objective of communication Have you been able to focus on the goal

Concreteness = clarity of purpose + specificity of message

1. Use action words 2. Use concrete words 3. Use realistic adjectives

Clarity Clarity in speech and writing Clear projection of thoughts and ideas Sequential arrangement of points based on logic 1. Use simple words
Gallinaceous bipeds

2. Write small paragraphs with one or two ides 3. Make the text readable content and design 4. Use visual aids to enhance readability

Courtesy Adhere to principles of politeness Use strategies of being positive in approach, willing to listen to receivers viewpoint, acknowledging kind gestures and reciprocating with positive gestures. 1. Be sincere , tactful and diplomatic 2. Be respectful 3. Use the right tone

Correctness Information presented must be correct and accurate Choice of words and tone 1. Use correct language
The car hit him hardly, leading to a fractured leg

2. Follow the mechanics of writing 3. Check for accuracy

I would be happy to have you for dinner on Friday night

The Four Ss
1. Shortness
Give specific , contextual information

2. Simplicity
Simple and convincing

3. Strength
Do not begin or end communication on a desultory note

4. Sincerity
Reflected in the composition of the message.

Talk Tactics
Dominating
Desire to be a part of the group and be listened to

Remaining Uninvolved
Attitudinal Problem either too shy or too superior

Frequently Interrupting
Need for support

Raising too many queries

Lack of clarity, attract attention

Dodging and Diminishing

Desire to withdraw

Giving Advice/Interpreting and Judging/ Criticising and Praising

Need to communicate from a higher pedestal

Extending Sympathy
Attitudinal problem- Superiority complex

Relating Self-image-bolstering Anecdotes/Name dropping

Attitudinal problem- Inferiority Complex

Sending cryptic messages

Behavioural problem- Dubious nature

The Ten Commandments for Effective Communication

1. Clarity in objective for communication
Provide additional information Attempt to improve the behavioural pattern or thinking process of the other individual.

2. Clarity in use of language

Attempt easy comprehension

3. Quantum of communication
Focus on quick grasp of the message

4. Choice of adequate medium

Choose verbal or non-verbal message

5. Provision

of appropriate climatic conditions

Minimize physical or psychological noise

6. Attentive

listening

Involve in active and empathic listening

7. Avoiding unintentional communication

Provide neither too much nor too little communication

8. Actions to corroborate statements

Synchronize actions and statements

9. Development of communication as a two way process

Solicit feedback

10. Honing communication skills

Build awareness, draw up an action plan and concentrate on minute details

A Classic Case of Miscommunication

In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: Hello Walter, Hello Walter!

Ch. 1, Slide 25

A Classic Case of Miscommunication

As his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: Low water, low water!

Ch. 1, Slide 26

Analysis of Flawed Communication Process

Ch. 1, Slide 27

Analysis of Flawed Communication Process

Sender has idea Warn boater

Ch. 1, Slide 28

Analysis of Flawed Communication Process

Sender has idea Warn boater Sender encodes message Low water!

Ch. 1, Slide 29

Analysis of Flawed Communication Process

Sender has idea Warn boater Sender encodes message Low water! Channel carries message Message distorted

Ch. 1, Slide 30

Analysis of Flawed Communication Process

Sender has idea Warn boater Sender encodes message Low water! Channel carries message Message distorted

Receiver decodes message Hello Walter

Ch. 1, Slide 31

Barriers That Caused Cronkite Miscommunication

Frame of reference Receiver accustomed to acclaim and appreciative crowds.
Maine accent makes "water" and "Walter" sound similar. Receiver more accustomed to speaking than to listening.

Language skills

Listening skills

Ch. 1, Slide 32

Barriers That Caused Cronkite Miscommunication

Emotional interference Ego prompted receiver to believe crowd was responding to his celebrity status.
Noise from boat, distance between senders and receivers.

Physical barriers

Which of these barriers could be overcome through improved communication skills?

Ch. 1, Slide 33

Overcoming Communication Barriers

Realize that communication is imperfect. Adapt the message to the receiver. Improve your language and listening skills. Question your preconceptions. Plan for feedback.

Ch. 1, Slide 34

MISCOMMUNICATION IN PRODUCT EVOLVEMENT

Ch. 1, Slide 35

As Marketing Requested It

Ch. 1, Slide 36

As Sales Ordered It

Ch. 1, Slide 37

As Engineering Designed It

Ch. 1, Slide 38

As Production Manufactured It

Ch. 1, Slide 39

As Maintenance Installed It

Ch. 1, Slide 40

What the Customer Wanted

Ch. 1, Slide 41

Message Distortion
Downward Communication Through Five Levels of Management
Message
written by board of directors

Amount of message
100%

Ch. 1, Slide 42

Message Distortion
Downward Communication Through Five Levels of Management
Message
written by board of directors received by vice-president

Amount of message
100% 63%

Ch. 1, Slide 43

Message Distortion
Downward Communication Through Five Levels of Management
Message
written by board of directors received by vice-president received by general supervisor

Amount of message
100% 63% 56%

Ch. 1, Slide 44

Message Distortion
Downward Communication Through Five Levels of Management

Message
written by board of directors received by vice-president received by general supervisor received by plant manager

Amount of message
100% 63% 56% 40%

Ch. 1, Slide 45

Message Distortion
Downward Communication Through Five Levels of Management

Message

Amount of message

written by board of directors

received by vice-president received by general supervisor

100%
63% 56%

received by plant manager

received by team leader

40%
30%

Ch. 1, Slide 46

Message Distortion
Downward Communication Through Five Levels of Management

Message

Amount of message

written by board of directors

received by vice-president received by general supervisor

100%
63% 56%

received by plant manager

received by team leader received by worker

40%
30% 20%

Ch. 1, Slide 47

Surmounting Organizational Barriers

Encourage open environment for interaction and feedback. Flatten the organizational structure. Promote horizontal communication. Provide hotline for anonymous feedback. Provide sufficient information through formal channels.

Ch. 1, Slide 48

Five Common Ethical Traps

The false-necessity trap
(convincing yourself that no other choice exists)

The doctrine-ofrelative-filth trap

(comparing your unethical behavior with someone elses even more unethical behavior)

Ch. 1, Slide 49

Five Common Ethical Traps

The rationalization trap
(justifying unethical actions with excuses)

The self-deception trap

(persuading yourself, for example, that a lie is not really a lie)

The ends-justify-the-means trap

(using unethical methods to accomplish a desirable goal)

Ch. 1, Slide 50

Tools for Doing the Right Thing

Is the action you are considering legal?
How would you see the problem if you were on the other side?

What alternate solutions are available?

Ch. 1, Slide 51

Tools for Doing the Right Thing

Can you discuss the problem with someone you trust?
How would you feel if your family, friends, employer, or co-workers learned of your action?

Ch. 1, Slide 52