overcoming communication barriers in an organization

7/28/2019 Overcoming Communication Barriers in an Organization

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Overcoming communication

barriers in an organization

-Urwa Akbar


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Overcoming the Barrier

To overcome information overload, realize

that some information is not necessary, and

make necessary information easily available.

Give information meaning rather than just

passing it on, and set priorities for dealing

with the information flow.

Some information isn't necessary.


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Barrier 2. Message Complexity.

When formulating business messages, you communicate bothas an individual and as representative of an organization.

Thus you must adjust your own ideas and style so that theyare acceptable to your employer.

In fact, you may be asked occasionally to write or saysomething that you disagree with personally. Suppose youwork as a recruiter for your firm.

You've interviewed a job candidate you believe would makean excellent employee, but others in the firm have rejectedthis applicant.

Now you have to write a letter turning down the candidate:You must communicate your firms message, regardless ofyour personal feelings, a task some communicators finddifficult.


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Overcoming the barrier

To overcome competition barriers, avoid making demandson a receiver who doesn't have the time to pay carefulattention to your message.

Make written messages visually appealing and easy to

understand, and try to deliver them when your receiver hastime to read them.

Oral messages are most effective when you can speakdirectly to your receiver (rather than to intermediaries oranswering machines).

Also, be sure to set aside enough time for importantmessages that you receive.

Business messages rarely have the benefit of theaudiences full and undivided attention


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Barrier - 4. Differing Status.

Employees of low status may be overly cautious whensending messages to managers and may talk onlyabout subjects they think the manager is interested in.

Similarly, higher-status people may distort messages by

refusing to discuss anything that would tend toundermine their authority in the organization.

Moreover, belonging to a particular department orbeing responsible for a particular task can narrow yourpoint of view so that it differs from the attitudes,

values, and expectations of people who belong toother departments or who are responsible for othertasks.


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To overcome status barriers, keep managers andcolleagues well informed.

Encourage lower-status employees to keep you

informed by being fair-minded and respectful oftheir opinions.

When you have information that you're afraidyou boss might not like, being brave and

conveying it anyway.

Status barriers can be overcome by a willingnessto give and receive bad news.


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Barrier - 5. Lack of Trust

Building trust is a difficult problem.

Other organization members don't knowwhether you'll respond in a supportive or

responsible way, so trusting can be risky. Without trust, however, free and open

communication is effectively blocked,

threatening the organization's stability. Just being clear in your communication is not

enough.


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To overcome trust barriers, be visible andaccessible. Don't insulate yourself behindassistants or secretaries.

Share key information with colleagues andemployees, communicate honestly, andinclude employees in decision-making.

For communication to be successful,organizations must create an atmosphere offairness and trust.


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Barrier - 6. Inadequate Communication

Structures. Organizational communication is effected by formal

restrictions on who may communicate with whom and whois authorized to make decisions.

Designing too few formal channels blocks effectivecommunication.

Strongly centralized organizations, especially those with ahigh degree of formalization, reduce communicationcapacity, and they decrease the tendency to communicatehorizontally thus limiting the ability to coordinate activitiesand decisions.

Tall organizations tend to provide too many verticalcommunication links, so messages become distorted asthey move through the organization's levels.


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To overcome structural barriers, offer

opportunities for communicating upward,

downward, and horizontally (using such

techniques as employee surveys, open-door

policies, newsletters, memo, and task groups).

Try to reduce hierarchical levels, increase

coordination between departments, andencourage two-way communication.


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Barrier - 7. Incorrect Choice of

Medium.

If you choose an inappropriate communication medium, your

message can be distorted so that the intended meaning is blocked

Face-to-face communication is the richest medium because it is

personal, it provides immediate feedback, it transmits information

from both verbal and nonverbal cues, and it conveys the emotionbehind the message.

Telephones and other interactive electronic media aren't as rich;

although they allow immediate feedback, they don't provide visual

nonverbal cues such as facial expressions, eye contact and body

movements.


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(cont..)

Written media can be personalized throughaddressed memos, letters, and reports, but theylack the immediate feedback and the visual and

vocal nonverbal cues that contribute to themeaning of the message.

The leanest media are generally impersonalwritten messages such as bulletins, fliers, and

standard reports. Not only do they lack the abilityto transmit nonverbal cues and to give feedback,they also eliminate any personal focus.


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To overcome media barriers, choose the richest mediafor no routine, complex message

Use rich media to extend and to humanize yourpresence throughout the organization, to communicatecaring and personal interest to employees, and to gainemployee commitment to organizational goals.

Use leaner media to communicate simple, routinemessages.

You can send information such as statistics, facts,figures and conclusions through a note, memo orwritten report


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Barrier - 8. Closed communication

climate.

Communication climate is influenced by

management style, and a directive,

authoritarian style blocks the free and open

exchange of information that characterizes

good communication.


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To overcome climate barriers, spend more

time listening than issuing orders.


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Barrier - 9. Unethical Communication.

An organization cannot create illegal or

unethical messages and still be credible or

successful in the long run.

Relationships within and outside the

organization depend or trust and fairness.


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To overcome ethics barriers, make sure your

messages include all the information that

ought to be there.

Make sure that information is adequate and

relevant to the situation.

And make sure your message is completely

truthful, not deceptive in any way.


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Barrier - 10. Inefficient

Communication.

Producing worthless messages wastes time

and resources, and it contributes to the

information overload already mentioned.


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Reduce the number of messages by thinking

twice before sending one.

Then speed up the process, first, by preparing

messages correctly the first time around and,

second, by standardizing format and material

when appropriate.

Be clear about the writing assignments you

accept as well as the ones you assign.


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Barrier - 11. Physical distractions.

Communication barriers are often physical: badconnections, poor acoustics, and illegible copy.

Although noise or this sort seems trivial, it can completelyblock an otherwise effective message.

An uncomfortable chair, poor lighting, or some otherirritating condition might also distract your receiver.

In some cases, the barrier may be related to the receiver'shealth.

Hearing or visual impairment or even a headache can

interfere with reception of a message. These annoyances don't generally block communication

entirely, but they may reduce the receiver's concentration.


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To overcome physical distractions, try to

prepare well-written documents that are clear,

concise, and comprehensive.

When preparing oral presentations try to find

a setting, which permits audience to see and

hear the speaker clearly.


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Thank you

overcoming communication barriers in an organization

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