COMMUNICATION

COMMUNICATION
COMMUNICATION
COMMUNICATION

To make ideas common in such a manner

that we get desired response/results.

Communication is one of the keys to the

management of change. It is more than
“telling” and means “creating understanding”
 “COMMUNICATION IS THE SOUL OF
MANAGEMENT: ANALYSIS AND SOLID
DECISIONS TRANSLATED INTO CLEAR
MESSAGES THAT INFLUENCE PEOPLE TO
ACT AND FEEL GOOD ABOUT THEIR
PERFORMANCE.”

—FROM COMMUNICATE WITH CONFIDENCE!

COMMUNICATION
COMMUNICATION

What is communication model and where

barriers can be possible?
SENDER BARRIERS

• Sender does not know enough about the receiver.

• Sender has a negative attitude toward the message –
and does not want to communicate it.
• Sender has a negative attitude toward the receiver.
• Sender has a negative attitude toward communicating
– and does not care whether receiver understands or
not
• Sender fails to get the attention and interest of the
receiver.
• Sender has poor communication skill.
• Sender picks the wrong time
SENDER BARRIERS

• Sender uses the wrong method.

• Sender chooses the wrong place.
• Sender uses vocabulary that is not clear to the
receiver.
• Sender uses negative tone.
• Sender is in a hurry.
• Sender fails to verify whether receiver understands.
RECEIVER BARRIERS

• Receiver is preoccupied with something “more

important”
• Receiver does not like or respect the sender
• Receiver is not interested in the message
• Receiver “knows” what the message is going to be (or
thinks he does)
• Receiver does not want to understand the message as
it may be unpleasant
• Receiver has emotional barrier such as fear, anxiety,
anger and frustration
RECEIVER BARRIERS

• Receiver is physically tired.

• Receiver is thinking about what to say when the sender
finishes.
• Receiver does not understand English (any language).
• Receiver pretends to listen when they do not listen.
• Receiver pretends to understand when he does not
understand.
 TO WHOM AND WHEN?

“Who” should be told about change? The

obvious answer is those who need and want
change. In other words those who are
concerned and involved in change.

“When” is difficult answer unless we use the

phrase “whenever practical”
HOW TO COMMUNICATE?

There are two ways of communication; oral and written.

USE ORAL COMMUNICATION WHEN:
• The receiver is not particularly interested in getting the
Message
• It is important to get feedback
• Emotions are high
• The receiver is too busy or preoccupied to read
• Criticism of receiver is involved
• The sender wants to persuade or convince
HOW TO COMMUNICATE?

• Oral is more natural

• Discussion is needed
• The receiver can not read the language of the sender
USE WRITTEN COMMUNICATION WHEN:
• The sender wants a record for future reference
• The receiver will be referring to it later
• The message is complex and requires study by the
receiver.
• The message includes step-by-step procedure
• A copy of the message should go to another person
Johari Window

• Luft and Ingram (1984)

• Model of interpersonal communication
• Allows individuals to assess both how they perceive and how
they absorb the information necessary.
• Concept of Johari Window is:
“Open two communication enhances interpersonal
effectiveness.”
Johari Window
Organization
Feedback

Organizational

Organizational
Stakeholders

Exposure

Organizational
Organizational
Communication fundamentals

• Message should be linked to the strategic purpose of the

change initiative.
• Communication should be realistic and honest.
• Communication must be proactive rather than reactive.
• Message should be repeated consistently through varying
channels.
• Avenues of two way communications are needed to help
ensure successful implementation of change, that is, the
feedback mechanism must be established.
Avoiding common pitfalls

• Believing that a secret shall remain a secret within the

organization.
• Delegate communication to a communication department.
• Provide a poor description of the change during the
communication process.
• Giving little priority to communication process or planning.
• Insufficient communication from top management will result in
middle management killing the initiative and changes being
seen as temporary and reversible.
• Shutting down communication channel when the changes has
completed or is in the process of rolling out.
Resistance pyramid
Phases of change process

• Building awareness, Organization wide

– This is what is happening
• Giving project status, Organization specific
– This is where we are going
• Rolling out, Project specific
– This is what it means to you
• Following up, Team specific
– This is how we will make it work
Specific communication plan

• Identifying key stakeholders.

• Objectives of communication need to be determined.
• Develop content of the communication
• Identify and use all vehicles to communicate the message
• Timing of communication must be determined.
• Accountability for both developing and making communication
happen needs to be determined.
• All changes need refinement during implementation.
Refinement is achieved through feedback.