Barriers to Effective Communication

Why does good communication break down?

The previous blog lists the elements of the communication process (communicator, message, encoder, medium, receiver/decoder, feedback, and noise). This is about identifying hindrances to good communication or noise. If noise exists in any of the elements in any way complete clarity of meaning and understanding is lost. Management has a responsibility to develop effective communications. Communication breakdown will cause inefficiency for the employer, but it can cost the employee their job. There are several common barriers to effective communication.

LANGUAGE AND CULTURE

The two most obvious barriers to office communication are language and culture barriers. Both play important roles in today's diverse marketplace. Because they are obvious potential communication hindrances, most organizations pay close attention to these. Language and culture diversity is a powerful tool when the differences are worked out.

FRAME OF REFERENCE

Individuals can interpret the same message differently depending upon their previous experience. When the coding and decoding is different, it results in a breakdown in "commonness."  New employees experience a learning curve until they reach commonness with their employer. Good employees bridge the gap from their experience to their employer's expectation quickly.

Variance in values is a common frame of reference barrier. Individuals may place different levels of importance on tasks. The employer may place high priority on a task and the employee may assume a lower priority because of their experience (or inexperience). The employer may ask for a task to be done and expect it to be done soon, but the employee just adds the task to the bottom of their list of tasks. 

STATUS DIFFERENCE

Most organizations have an hierarchical order through rank, offices, and titles. Status differences can prevent or hinder communication. Perceived threat can prevent necessary feedback when a subordinate is afraid to ask for clarity because they do not want to appear unknowledgeable or inexperienced. Jealousy and distrust are also potential status barriers.

TIME PRESSURES

In a busy work environment, time for exact communication is elusive. Time pressures cause people to use communication shortcuts like leaving out feedback and assuming things.

COMMUNICATION OVERLOAD

When there are many communications (instructions, memos, emails, meetings, etc.) it becomes difficult to sort the important from the common. Technology is good for the workplace, however it can lead to communication overload. 

INCOMPLETE COMMUNICATION

Leaving out people or departments of communication circles is a barrier. When the sales department makes a big sale, it should be communicated it to every department.

MIXED MESSAGES AND UNCLEAR MEANING

I have left many staff meetings where employees came away with different thoughts and unclear instructions. The communicator must make sure that their message is clear and rely on feedback for clarification.

TOO MANY CHANNELS OF COMMUNICATION

Communication comes through many means and channels. Too many channels will obscure the importance and meaning of the message. Official channels should be identified by the management as the official source of information.

PERSONAL BIAS OR DISIKE

Every organization is made up of a diverse collection of people. Some may criticize at best or ignore or contradict at worst communication from those that they dislike. Conflict is inevitable, but every employee must maintain a posture of professionalism and not allow personal bias or dislike interfere with communication.

WAYS TO IMPROVE COMMUNICTION

1. Work hard at communicating effectively. This includes all elements of communication from making sure the message is clear, noise is reduced or eliminated, and feedback is sought to clarify the receiver's understanding.

2. Understand your role and status in the company and communicate appropriately. Some say it is the superior's job to communicate their message effectively, others say that it is the subordinate's job to understand the message. Because it is the employee's job on the line, I would say that it is their job to insure that they understand the communication.

3. Have clear channels of communication for the types and importance of the message. 

4. Having empathy allows you to put yourself into the other person's role and see the message from their point of view. This narrow's the gap between communicator and receiver especially when language, personality, and culture are potential barriers.

5. Do not hesitate to repeat the message and ask for feedback. Following a verbal communication with a written or electronic message, or following a written or electronic message with a verbal communication helps to insure clarity.

6. Be aware of the grapevine. Official messages can be distorted when people go to others for clarification instead of the originator of the message. Employees often seek clarity from each other and can distort the intent of the message.

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