c At the height of the Cold War, an offhand comment made

by Soviet Premier Nikita Khrushchev to a British diplomat

was translated as `We will bury you'. According to linguist
Alan K. Melby, Khrushchev's remark, made in the context
of a conversation about the competition between
communism and capitalism, was essentially a restatement
(in considerably more vivid language) of Marx's claim of
communism's historic inevitability.
c Although 'we will bury you' is an acceptable literal
rendering of Khrushchev's words, an equally accurate and
contextually more appropriate translation would have been
`We will be present at your burial'.
c Such a rendering is consistent with Khrushchev's comment later in the
same conversation that communism did not need to go to war to
destroy capitalism, since the latter would eventually destruct itself. In
the United States, the common interpretation of `we will bury you was
that we referred to the USSR, you meant the United States, and bury
denoted annihilate. For many, especially those who viewed
communism as a malign doctrine, the phrase became prima facie
evidence of the USSR's malevolent intentions toward the United States.
c The controversy over proper translation of Khrushchev's remark reveals
a serious shortcoming of the encoderȄdecoder account of human
communication. Although language is in some respects a code, in other
respects it is not. The fact that `we will bury you' could yield two
equally `correct' renderings that differed radically underscores the fact
that humans do not use language simply as a set of signals mapped
onto a set of meanings.
c Although all communication is subject to misunderstandings, business
communication is particularly difficult as the material is often
complex.
c Moreover, the sender and the receiver may face distractions that divert
their attention. Further, the opportunities for feedback are often
limited, making it difficult to correct misunderstandings.
c Communication barriers are not limited to an individual or two people
only, they exist in the entire organization. Miscommunication takes
place when the message received is not the same as the message sent.
The causes for miscommunication are many. Some significant causes
for miscommunication are discussed below:
c Organizational Structure: All organizations, irrespective of their size,
have their own communication techniques and each nurtures its own
communication climate. In large organizations where flow of
information is downward, feedback is not guaranteed. Organizations
with a flat structure usually tend to have an intricately knitted
communication network. Tall organizations generally have too many
vertical communication links, as a result messages become distorted as
they move through the various organizational levels.
c Irrespective of the size, all organizations have communication policies
that describe the protocol to be followed. It is the structure and
complexity of this protocol that usually gives rise to communication
barriers.
c Organizations not only employ the formal methods of communication but also
the informal ones, such as grapevine. Today, organizations have realized that a
rigid hierarchical structure usually restricts the flow, of communication. When
the process of communication is hierarchical, information flows through a
number of transfer points. There is a strong possibility that messages may get
distorted, delayed, or lost at these points. To obviate this, the receiver should be
contacted directly rather than through numerous transfer stations. Also, the
message should be presented orally as this reduces the dependence on transfer
stations. To further overcome structural barriers, opportunities should exist for
communicating upward, downward, and horizontally (using techniques like
employee surveys, open-door policies, newsletters, memos, and task groups).
An attempt should be made to reduce hierarchical levels, increase co-
ordination between departments, and encourage two-way communication.
c Difference in Status When people belonging to different hierarchical positions
communicate with each other, there is a possibility of miscommunication.
Generally, employees at lower levels of the hierarchy are overly cautious while
sending messages to managers and talk about subjects they think the managers
are interested in. Similarly, people of higher status may distort messages by
refusing to discuss anything that would tend to undermine their authority in
the organization. In other words, they may want to retain the importance of
their status. This tendency is beneficial neither for the employees nor for the
organization. Limiting oneself to a particular department or being responsible
for a particular task can narrow one's point of view so that it differs from the
attitudes, values, and expectations of people who belong to other departments
or who are responsible for other tasks.
` Miscommunication arising due to differences in status can be
overcome by keeping the managers and the lower-level employees well
informed. Employees should be encouraged to keep their managers
informed by being fair minded and respectful of their opinions. They
should be brave and convey even such information that the boss might
not like.
` Lack of Trust: Establishing credibility or building trust among
subordinates or with colleagues is a difficult task. Subordinates may
not know whether their manager will respond in a supportive or
responsible way, and hence, it is necessary for the manager to ensure
that they have faith in him. Without trust, free and open
communication is effectively blocked, thereby threatening the
organization's stability. You may be very clear in your communication,
but that is not enough. People should trust you to accept or to freely
discuss with you on what you communicate.
` Barriers to trust can be overcome by being visible and accessible.
Hiding or insulating behind assistants or secretaries will not help.
Share key information with colleagues and employees, communicate
honestly, and include employees in decision making. Creating an open
communication environment in the organization, helping employees
in times of distress, and assuring them of your suggestion or co-
operation may help you to build trust in their minds.
` Closed Communication Climate An organization's communication
climate is influenced by its management style. A directive,
authoritarian style blocks free and open exchange of information that
characterizes good communication. To overcome barriers related to
organizational environment, one should spend more time listening
than issuing orders. Make sure you respond constructively to
employees, and, of course, encourage employees and colleagues to offer
suggestions, help set goals, participate in solving problems, and help
make decisions. See to it that employees are willing to communicate
both their problems and perspectives to you openly.
` Incorrect Choice of Medium Choosing an inappropriate
communication medium can distort the message and block the
intended meaning. One should select a medium that suits the nature
of the message and the intended recipient(s). Media richness relates to
the value or importance of a medium in a given communication
situation. It is determined by a medium's ability to convey a message
using more than one informational cue (visual, verbal, or vocal) to
facilitate feedback and to establish personal focus.
` Face-to-face communication is the richest medium because it is personal, it
provides immediate feedback, transmits information from both verbal and
non-verbal cues, and conveys the emotion behind the message. Telephones and
other interactive electronic media are not as effective. Although they allow
immediate feedback, they do not provide visual non-verbal cues, such as facial
expressions, eye contact, and body movements. Written media can be
personalized through memos, letters, and reports, but immediate feedback is
missing along with the visual and vocal non-verbal cues that contribute to the
meaning of the message. The leanest media are generally impersonal written
messages, such as bulletins, fliers, and standard reports. They lack the ability to
transmit non-verbal cues and to give feedback. They also eliminate any
personal focus.
` Information Overload At times, people load their messages with too much
information. Remember that too much information is as bad as too little
because it reduces the audience's ability to concentrate on the most important
part of the message. The recipients facing information overload sometimes
tend to ignore some of the messages, delay responses to messages they deem
unimportant, answer only parts of some messages, or react only superficially to
all messages. All these failures lead to miscommunication.
` To overcome information overload, as a sender, be focused, realize that some
information is not necessary, and include only the pertinent information.
c Message Complexity There are two significant reasons for any message
to become complex in a business setting--one, the dry an difficult
nature of the message itself and the other, the difficulty in
understanding it. Imagine trying to write an important insurance
policy, a set of instructions on how to operate a sophisticated LCD
projector, the guidelines for checking credit references, an explanation
of why profits have dropped by 10% in the last six months, or a
description of some solid waste management program. These topics are
dry, and making them clear and interesting is a real challenge. When
formulating business messages, you communicate both as an
individual and as a representative of an organization. Thus, you must
adjust your own ideas and style so that they are acceptable to your
employer. Regardless of your personal feelings, you must communicate
your firm's message, a task communicators find difficult.
c Of course, it is not difficult to overcome the barriers to communicating
complex messages. It can be done by keeping the messages clear and
easy to understand, organizing them suitably, guiding readers by
telling them what to expect, using concrete and specific language, and
by being focused. Never forget to ask for feedback, which is essential
for clarifying and improving a message.
` Message Competition Invariably most of the business messages
compete for the full and undivided attention of their receivers. This
may happen at two levelsintra-personal and inter-personal. If you are
talking on the phone while scanning a report, both messages are apt to
get short shrift. It may happen so that when you are the sender of a
message, it may have to compete with a variety of interruptionsȄ
phone rings every five minutes, people intrude, meetings are called,
and crises arise. In short, your messages rarely have the benefit of the
receiver's undivided attention. Such barriers are true for both oral and
written messages.
` Avoid communicating to a receiver who does not have the time to pay
attention to your message.
` Unethical Communication Relationships within and outside the
organization depend on trust and fairness. It does not mean that
organizations should not be tactful. By all means it is possible for
organizations to avoid illegal or unethical messages and still be credible
or successful in the long run. Barriers arising out of unethical conduct
may affect communication both within and outside the organization.
Imagine a situation in which your colleague goes to your boss and takes
credit for the success of a project, which in reality you have
accomplished.
c Similarly, think about a leading company that has created hype about the
potential of its product, and in the process hoodwinked its prospective
customers. These examples reveal that resorting to unethical means in
communication may not drive you to success but to trouble.
c Make sure that your messages include all the factual information that ought to
be there. Ensure that your information is adequate and relevant to the
situation. Above all, make sure that your message is completely truthful, not
deceptive in any way, and does not mislead the audience.
c Physical Distractions Recall the time when you delivered a talk to a large
audience seated in a hall, which was poorly lit and inadequately seated. You
might have observed that though you tried your best to attract the audience's
attention through the various verbal and non-verbal means of communication,
you found it difficult because of the shortcomings of the place.
Communication barriers are often physical: bad connections, poor acoustics,
illegible copy, etc.
c Although noise of this sort seems trivial, it can completely block an otherwise
effective message. An uncomfortable chair, poor lighting, or some other
irritating condition might also distract your receiver. In some cases, the barrier
may be related to the receiver's health. Hearing or visual impairment or even a
headache can interfere the reception of a message. These annoyances do not
generally block communication entirely, but they do reduce the receivers'
concentration by distracting their attention.
` To overcome physical barriers, exercise as much control as
possible over the physical transmission link. If you are
delivering an oral presentation, choose a setting that
permits the audience to see and hear you without straining.
` To decrease the possibility of miscommunication, follow
these four simple steps:
1. Consider seriously the recipients of your message. Make sure
that the key people who have to receive the written or oral
message are included. One way to ensure you have involved
the right people is to think about who should have a say in
the context. Make your decisions accordingly.
2. Think about how to send the message, i.e., should the mode
be verbal or written. Verbal messages can be easily
misinterpreted, especially when there are noises or
distractions in the immediate surroundings; if the sender or
receiver is anxious, uncertain, or fearful; if the words used
are unclear or if the message is complicated, detailed,
unclear, and so on.
]. Follow up your verbal message with a written statement. In
a meeting, if you make an important planned statement,
distribute a copy of that message. If it was important, but
not planned or not written down, ask someone to repeat
the statement. After a phone call, a brief encounter with
someone, or a scheduled meeting, follow up the statements
with a written communication of understanding or
confirmation.
4. Finally, decide who can communicate with whom. As a
leader, your goal is to combine simplicity with
effectiveness. You want messages to come in and go out;
you want the right people to receive them in an efficient
and effective manner. This means deciding who speaks and
writes to whom.
If all communications pass through your office, you
will have direct and complete control over formal
information. This is a very time-consuming,
bureaucratic, and control-oriented approach with
clear drawbacks. The disadvantage, however, of
allowing everyone to speak with everyone is that the
company messages probably would not be uniform.
Therefore, consider the risks before deciding how to
handle company information.
By being effective, managers can create and establish a
healthy organizational environment. Effective
communication enables managers in moving towards
better functionalization of departments and
successfully dealing with the complexity of business
activities. A manager with good communication skills
would certainly have an edge over others in dealing
with and solving problems arising out of turbulence in
trade unions and other disturbances among abjurers.
He/she will be competent in facing inter-cultural
differences too.
c How to make managerial communication more effective? There are certain
characteristics of managerial communication, an understanding of which
would provide the managers with a proper perspective on effectiveness in
communication. The factors that render communication effective are as
follows:
c Appropriate Communication Style: Every organization has its own culture,
which is a reflection of its values, traditions, habits, and customs. Some
companies tend to curb the upward flow of communication believing that it is
time consuming and unproductive, whereas other companies foster candor and
honesty, and employees feel free to confess their mistakes, to disagree with
their boss, and to express their opinions.
c There are several factors that influence an organization's communication
climate, including the nature of the industry the company's physical set-up, the
history of the company, and passing events. However, one of the most
important factors is the management style of the top management. Some
managers regard workers as lazy and Irresponsible, motivated by the fear of
losing their jobs. Such managers adopt a directive style.
c On the other hand, some other managers adopt a more supportive style,
assuming that people like to work and take responsibility when they believe in
what they are doing. There is yet another set of managers who encourage
employees to work together as a team. Such managers adopt a participative
style. Although the company still looks after employees, it also gives them the
opportunity to take responsibility and to participate in decision making.
` The trend today is towards any style that encourages open
communication climate. In such a climate, managers spend more
time listening than issuing orders, and workers not only offer
suggestions but also help set goals and collaborate on solving
problems. It expects special managers to create an open atmosphere
and stay in touch with employees. Effective managers understand
that free flow of information allows an organization to identify and
attack problems quickly. Therefore, to promote the right
atmosphere, these managers get out of their offices, walk around
headquarters, meet often with small non-management groups, and
travel the country and the globe to visit their `troops'. To
understand and to be understood by their work force, they learn
other languages when necessary, and even though they prefer face-
to-face conversations, they use high-tech means like video
conferencing.
` As the participative style promotes and establishes open
communication climate, it is the best amongst the three styles of
management.
` Audience-centered Approach: Managers need to keep their audience in mind at all times
during the process of communication. Their ability to empathize with, be sensitive to, and
generally consider their audience's feelings is the best way to be effective in their
communication. Focusing on the audience is the impetus for everything else they do in the
communication process. For example, being clear and correct in their communication is
important not only because it is ethical but also because it ensures that their audience has an
opportunity to react to their message without having to sort out cluttered or incorrect
language.
` More than an approach to business communication, the audience-centered approach is
actually the modern approach to business in general (it is behind the concepts of total quality
management and total customer satisfaction). The advantages of using this approach include
successful communication by making it meaningful for the audience, enhanced credibility
(because our audience perceives our sincerity), and staving off uncountable ethical questions
(because when we concentrate on the benefits to our audience, our concern for others reduces
the chance of an ethical lapse).
` As managers want to know what their audience's needs are and what they think of their
message, they will work for an open communication climate inside and outside their
organization. Because they sincerely wish to satisfy the needs of their audience, they will
approach communication situations with good intentions and high ethical standards. Since
they need to understand their audience, they will do whatever it takes to understand
intercultural differences and barriers. Because they make a practice of anticipating their
audience's expectations, they will choose the appropriate technological tools for their message
and make the best use of them. Finally, because they value their audience's time, they will
prepare and communicate oral and written messages as efficiently as possible. Hence,
centering their attention on their audience helps managers accomplish the other five factors
that contribute to the effectiveness of managerial communication.
]. ]nderstanding of Intercultural Communication:
With the phenomenal advancement in the field of science and technology,
more and more businesses are crossing national boundaries to compete on
a global scale, and the make up of the global and domestic work force is
changing rapidly. The European, Asian, and US firms are establishing
offices around the world and creating international ties through global
partnerships, cooperatives, and affiliations.
It is necessary for these companies to understand the laws, customs, and
business practices of their host countries, and deal with business associates
and employees who are native to these countries. Even within their nation,
firms are working with a growing number of employees from diverse
cultural backgrounds. So, whether managers work abroad or at home, they
will encounter increasing cultural diversity in the workplace. To compete
successfully in today's multicultural environment, they have to overcome
the communication barriers arising out of various differences in language,
culture, business practices, etc.
Understanding cultural differences in perception,
greetings, and gestures is critical to all business
people. Success in business often depends on knowing
the business practices, social customs, and etiquette of
the host country. Ignorance in this regard and the
mistakes committed may lead to miscommunication,
which can cause businesses to lose their position in the
market, keep firms from accomplishing their
objectives, and ultimately lead to failure.
Today's managers must realize that it is not enough if
they are able to speak a language, they must also be
able to communicate effectively in various business
situations.