Communication barriers

Unfortunately, most of the stages in the process model have the potential to create distortion and therefore the sender's intended message does not always get across to the receiver. In the encoding stage, words can be misused, decimal points typed in the wrong places, facts left out, or ambiguous phrases inserted. In the transmission stage, a memo gets lost on a cluttered desk, or words are spoken with ambiguous inflection. Decoding problems arise when the receiver doesn't listen carefully or reads too quickly and overlooks a key point. And, of course, receivers can misinterpret the conclusion from unclear memo, or a listener takes a general statement by the boss too personally.

More generally, it is important to understand the following sources of noise that are common to most interpersonal Exchanges: Communication Apprehension, physical distraction, cultural differences, semantic problems, absence of feedback, status effects, people's perceptual, and filtering processes.

17 2.1.3.1 Communication Apprehension:

Some people – an estimated 5 to 20 percent of the population – suffer from debilitating communication apprehension or anxiety. Communication apprehension is a very serious problem because it affects a whole category of communication techniques. People who suffer from it experience undue tension and anxiety in oral communication, written communication, or both.

For example, oral apprehension may find it extremely difficult to extremely anxious when they have to use the telephone. As a result, they may rely on memos or letters to convey messages when a phone call would not only be faster but more appropriate (Robbins, 1996).

2.1.3.2 Physical Distractions:

Any number of physical distractions can interfere with the effectiveness of a communication attempt (Bateman and Snell, 2004). Some of these distractions are evident in the following conversation between an employee, Mohammad, and his manager. Okay, Mohammad, let's hear your problem (phone ring, boss picks it up, promises to deliver the report, "just as soon as I can get it done"). Uh, now where were we – oh, you are having a problem with marketing. They (the manger's secretary brings in some papers that need immediate signatures; he scribbles his name and the secretary leaves) … you say they are not cooperative? I tell you what, Mohammad, why do not you (phone rings again, lunch partner drops by) … Uh, take a stab at handling it yourself.

I have to go now. Besides what may have been poor intentions in the first place, Mohammed's manager allowed physical distractions to create information overload. As a result, the

communication with Mohammad was suffered. This mistake can be eliminated by setting priorities and planning. If Mohammad has something to say, his manager should set aside adequate time for the meeting. In addition, interruption such as telephonecalls, drop-in visitors,

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and the like, should be prevented at minimum, Mohammad's manager could start by closing the door to the office and instruct his secretary not to disturb them.

2.1.3.3 People's Perception

Perception is the process of receiving and interpreting in formation. As youknow, such processes are not perfectly objective. They are subjective, as people's self-interested motives and attitudes toward the sender and toward the message create biased interpretations. People often assume that others share their views, and naturally pay more attention to their own views than to those of others (Alamian 2005). However, perceptual differences get in the way of shared consensus. It helps to see others viewpoints as legitimate and incorporate others perspectives into your interpretation of issues. Generally, adopting another person's viewpoints is fundamental to working collaboratively. And at a more personal level, your ability to take other's perspectives can lead to higher assessments of your performance.

2.1.3.4 Cultural Differences

People must always exercise caution when they are involved in cross-cultural communication—

whether between persons of different geographical or ethnic groupings within one country, or between persons of different national cultures. A common problem is ethnocentrism—the tendency to believe one’s culture and its values are superior to those of others. It is often accompanied by an unwillingness to try to understand alternative points of view and to take the values they represent seriously. This mindset can easily create communication problems among people of diverse backgrounds (Maher, 2000).

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The difficulties with cross-cultural communication are perhaps most obvious in respect to language differences. Advertising messages, for example, may work well in one country but encounter difficulty when translated into the language of another. Problems may accompany with the introduction of Ford’s European model, the “Ka,” in Japan. In Japanese, Ka means mosquito and analysts wonder if a car that is named for a disease-carrying pest can ever sell well.

Gestures may also be used quite differently in the various cultures of the world. For example, crossed legs in the United Kingdom are quite acceptable, but are rude in Saudia Arabia if the sole of the foot is directed toward someone. Pointing at someone to get their attention may be acceptable in Canada, but in Asia it is considered inappropriate (Dessler 2005).

2.1.3.5 Status Effects

Status differences in organizations create potential communication barriers between persons of higher and lower ranks. On the one hand, given the authority of their positions, managers may be inclined to do a lot of “telling” but not much “listening.” On the other hand, we know that communication is frequently biased when flowing upward in organizational hierarchies.

Subordinates may filter information and tell their superiors only what they think the boss wants to hear (Alamry andAlghalby, 2007). Whether the reason is a fear of retribution for bringing bad news, an unwillingness to identify personal mistakes, or just a general desire to please, and the result is the same: The higher-level decision maker may end up taking the wrongactions because of biased and inaccurate information supplied from below. This is sometimes called the MUM effect in reference to tendencies to sometimes keep “mum” from a desire to be polite and a reluctance to transmit bad news. To avoid such problems, managers and group leaders must develop trust in their working relationships with subordinates and team members, and take

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advantage of all opportunities for face-to-face communications. Management by wandering around, or MBWA for short, is now popularly acclaimed as one way to achieve this trust. It simply means getting out of the office and talking to people regularly as they do their jobs.

Managers who spend time walking around can greatly reduce the perceived “distance” between themselves and their subordinates. It helps to create an atmosphere of open and free-flowing communication between the ranks. As a result, more and better information is available for decision-making, and the relevance of decisions to the needs of operating workers increases (Schermerhorn et al, 2002).

2.1.3.6 Filtering processes

Filtering is the process of withholding, ignoring, or distorting information. Senders do this, for example, when they tell the boss what they think the boss want to hear, or give unwarranted compliments rather than honest criticism. Receivers also filter information they may fail to recognize an important message, or attend to some aspects of the message but not others (Abedalbaqi 2003).

2.1.3.7 Absence of Feedback

One-way communication flows from sender to receiver only, as in the case of a written memo or a voice-mail message. There is no direct and immediate feedback fromthe recipient. Two-way communication, by contrast, goes from sender to receiver and back again. In these constructive exchanges, information is shared between both parties rather than delivered from one person to the other. It is more accurate, fewer mistakes occur, and fewer problems arise. It is characterized by the normal interactiveconversations in our daily experiences. Research indicates that two-way

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communication is more accurate and effective than is one-way communication, even though it is also more costly and time consuming (Schermerhorn et al, 2002). Because of theirefficiency, however, one-way forms of communication—memos, letters, E-mail, voicemail, and the like are frequently used in work settings. One-way messages are easy for the sender but often frustrating for the receiver, who may be left unsure of just what the sender means or wants done.

2.1.3.8 Semantic Problems

Semantic barriers to communication involve a poor choice or use of words and mixed messages (Dessler 2004). The following illustrations of the “bafflegab” that once tried to pass as actual

“executive communication” are a case in point:

A. “We solicit any recommendations that you wish to make, and you may be assured that any such recommendations will be given our careful consideration.”

B. “Consumer elements are continuing to stress the fundamental necessity of a stabilization of the price structure at a lower level than exists at the present time.”

One has to wonder why these messages weren’t stated more simply as: (A) “Send us your recommendations. They will be carefully considered.", and (B) “Consumers want lower prices.”

In this regard, the popular KISS principle of communication is always worth remembering:

“Keep it short and simple.”

2.1.4 Organizational Communication

No organization exists solely in isolation with one member who has no contact with anyone or anything. The exchange of ideas, information or instructions is a fundamental of all organizations. This exchange may take place internally betweendifferent sectors or departments,

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or externally with other organizations. Organizational Communication is the specific process through which information moves and is exchanged throughout an organization. Information flows through both formal and informal structures, and it flows downward, upward, and laterally (Schermerhorn et al, 2002).

Information flows in organizations through both formal and informal channels of communication. The formal communication in an organization sets out the command structure and interrelationships between the departments within it. A company organization chart will usually outline the chain of command and responsibility and hence indicate the likely information flow within that organization. Flows of communication can move upward, downward. Horizontally or diagonally and often are prearranged and necessary for performing some tasks.

Informal communications tend to co-exist alongside the formal structures that are established by management. In this way individuals formal networks and information is communicated as people chat during tea breaks, over the photocopier and as they pass in corridors. Such informal networks arise due to social needs and to fill the information gaps left by the formal communication (Hareem, 2004).

One familiar information channel is the grapevine or network of friendships and acquaintances through which rumors and other unofficial information are passed from person to person (Bateman and Snell 2004). Grapevines have the advantage of being able to transmit information quickly and efficiently. Grapevine also helps fulfill the need of people involved in them. Being part of a grapevine can provide a sense of security from "being in the know" when important

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things are going on. It also provides social satisfaction as information is exchanged interpersonally. The primary disadvantage of grapevine occurs when they transmit incorrect or untimely information; Rumors can be very dysfunction to both people and organization (Schermerhorn et al, 2002).

2.1.5 Communication as a Decision-Making Tool

At least one historian of corporate management has argued that increasedavailability and effectiveness of communication technology allowed management to develop as a systematic method of controlling business organizations (Whetten andCameron 2005). Certainly, the practice of management consists primarily ofcommunication activities, and most of that communication is devoted to decisionmaking processes of one kind or another.

2.1.5.1 Written Communication as a Decision-Making Tool

When documents are well written, their management function can be invisible.The writer and reader create a relationship, share information and take action. Although they will tend to describe themselves as implementing strategy, solving a problem, ormaking a decision, it was the successful interaction, effective articulation of ideas, andcreation of shared meaning that allowed those decisions to be made. Writtencommunication plays a special role in this process by virtue of its permanence,prepare consistency, and precision: The decision-making importance of documents becomes most apparent when theyfail. When people neglect to the reports and documentation the company needsto operate, or individuals cannot easily interpret and use them for communication, theefficiency and effectiveness of the entire organization can suffer.

24 2.1.5.2 Oral Discussion as a Decision-making tool

Given the significant advantages of written communication, it is perhaps surprising that the bulk of managerial decision-making is oral (Abedalbaqi 2003). For most practicing managers, the time and care required to create written documents is simply more than they can spend in the whirlwind of day-to-day activities. Instead, most decisions are made “on the fly” as small groups of individuals meet, consider a problem and its potential solutions, and agree on a plan of action.Oral decision-making is particularly useful in facilitating an exchange ofinformation, and in contextually grounding decisions. By definition, an oralcommunication event involves the give and take of a conversational exchange. The immediacy of feedback, including the subtle physical cues that indicate confusion, disagreement or support, allows communicators to quickly verify that information has been successfully exchanged (Bateman and Snell 2004).

2.1.5.3 Visual Communication as a Decision-Making Tool

Visual diagram can be particularly helpful when it comes to explainingrelationships between facts, things or idea. Words are a basic part of communication,but they come out in a long, long string. That can make it difficult to see theconnections between something said in the first paragraph and something said in the lastparagraph. A writer or speaker has to provide a new paragraph to explain therelationship—perhaps after the reader or listener has already forgotten the details of thefirst paragraph.

2.1.6 Electronic communication

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Electronic communications have revolutionized both the ability access otherpeople and to reach them almost instantaneously. We have moved from the world of the telephone, mail, photocopying, and face-to-face meetings into one of voice-mail, Email, facsimile transmission, computer-mediated conferencing, and use of the Internet and Intranets. Managers use computers not only to gather and distribute data but also to talk with others electronically. In electronic decision rooms, software supportssimultaneous access to shared files and allows people to share views and do work collectively. Advances in electronic communication technology are allowing organizations to;

(1) distribute information much faster than before; (2) make more information available than ever before; (3) allow broader and more immediate access to this information; (4)

encourage participation in the sharing and use of information; and, (5) integrate systems and functions, and use information to link with environments in unprecedented ways (Whetten and Cameron 2005).

The potential disadvantages of electronic communications must also be recognized. To begin, the technologies are largely impersonal; people interact with machines, not with one another.

Electronics also removes nonverbal communications from the situation—aspects that may otherwise add important context to an interaction.In addition, the electronic medium can influence the emotional aspects of communication. Some argue, for example, that it is far easier to be blunt, overly critical, and insensitive when conveying messages electronically rather than face-to-face. The term “flaming” is sometimes used to describe rudeness in electronic communication (Schermerhorn et al, 2002). In this sense, the use of computer mediation may make people less inhibited and more impatient in what they say.