Sunday, January 15, 2012
Friday, January 13, 2012
Mind mapping and fish bone technique
Mind Mapping
Mind Mapping is a useful technique that helps you:
• learn more effectively
• improves the way that you record information and
• supports and enhances creative problem solving
Mind Maps are useful for:
• Brainstorming - individually and as a group.
• Summarizing information, and note taking.
• Consolidating information from different research sources.
• Thinking through complex problems.
• Presenting information in a format that shows the overall structure of your subject.
• Studying and memorizing information.
Brainstorming is a popular tool that helps you generate creative solutions to a problem. Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking.
It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy.
The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas.
This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.
TIPS:
1.During brainstorming sessions there should therefore be no criticism of ideas:
2.You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.
3.Ideas should only be evaluated at the end of the brainstorming session – this is the time to explore solutions further using conventional approaches.
Tips to help you draw impactful Mind Maps:
1.Use Single Words or Simple Phrases
Many words in normal writing are padding, as they ensure that facts are conveyed in the correct context, and in a format that is pleasant to read.
In Mind Maps, single strong words and short, meaningful phrases can convey the same meaning more potently. Excess words just clutter the Mind Map.
2.Print Words
Joined up or indistinct writing is more difficult to read.
3.Use Color to Separate Different Ideas
This will help you to separate ideas where necessary. It also helps you to visualize the Mind Map for recall. Color can help to show the organization of the subject.
4.Use Symbols and Images
Pictures can help you to remember information more effectively than words, so, where a symbol or picture means something to you, use it. (You can use photo libraries like iStockPhoto to source images inexpensively.)
5.Using Cross-Linkages
Information in one part of a Mind Map may relate to another part. Here you can draw lines to show the cross-linkages. This helps you to see how one part of the subject affects another.
6.Visual Example
See the figure below for a great example of a Mind Map that has high visual impact:
FISH BONE TECHNIQUE
Cause and Effect Diagrams are also known as Fishbone Diagrams because a completed diagram can look like the skeleton of a fish.
The fishbone diagram (see below) originally developed by Professor Kaoru Ishikawa, is often referred to as an Ishikawa Diagram.
The technique can help to structure the process of identifying possible causes of a problem
Follow these steps to solve a problem with a Cause and Effect Diagram:
1.Identify the problem:
Write down the exact problem you face in detail. Where appropriate identify who is involved, what the problem is, and when and where it occurs. Write the problem in a box on the left hand side of a large sheet of paper. Draw a line across the paper horizontally from the box. This arrangement, looking like the head and spine of a fish, gives you space to develop ideas.
2. Work out the major factors involved:
Next identify the factors that may contribute to the problem. Draw lines off the spine for each factor, and label it. These may be people involved with the problem, systems, equipment, materials, external forces, etc. Try to draw out as many possible factors as possible. If you are trying to solve the problem as part of a group, then this may be a good time for some brainstorming.
Using the 'Fish bone' analogy, the factors you find can be thought of as the bones of the fish.
3. Identify possible causes:
For each of the factors you considered in stage 2, brainstorm possible causes of the problem that may be related to the factor. Show these as smaller lines coming off the 'bones' of the fish. Where a cause is large or complex, then it may be best to break it down into sub-causes. Show these as lines coming off each cause line.
4.Analyse your diagram:
By this stage you should have a diagram showing all the possible causes of your problem. Depending on the complexity and importance of the problem, you can now investigate the most likely causes further. This may involve setting up investigations, carrying out surveys, etc. These will be designed to test whether your assessments are correct.
The procedure is as follows:
On a broad sheet of paper, draw a long arrow horizontally across the middle of the page pointing to the right, and label the arrowhead with the title of the issue to be explained. This is the ‘backbone’ of the ‘fish’.
Draw spurs coming off the ‘backbone’ at about 45 degrees, one for every likely cause of the problem that the group can think of; and label each at its outer end.
Add sub-spurs to represent subsidiary causes. Highlight any causes that appear more than once – they may be significant.
The group considers each spur/sub-spur, taking the simplest first, partly for clarity but also because a good simple explanation may make more complex explanations unnecessary.
Ideally, it is eventually re-drawn so that position along the backbone reflects the relative importance of the different parts of the problem, with the most important at the head end.
Circle anything that seems to be a ‘key’ cause, so you can concentrate on it subsequently.
Mind Mapping is a useful technique that helps you:
• learn more effectively
• improves the way that you record information and
• supports and enhances creative problem solving
Mind Maps are useful for:
• Brainstorming - individually and as a group.
• Summarizing information, and note taking.
• Consolidating information from different research sources.
• Thinking through complex problems.
• Presenting information in a format that shows the overall structure of your subject.
• Studying and memorizing information.
Brainstorming is a popular tool that helps you generate creative solutions to a problem. Brainstorming combines a relaxed, informal approach to problem-solving with lateral thinking.
It asks that people come up with ideas and thoughts that can at first seem to be a bit crazy.
The idea here is that some of these ideas can be crafted into original, creative solutions to the problem you're trying to solve, while others can spark still more ideas.
This approach aims to get people unstuck, by "jolting" them out of their normal ways of thinking.
TIPS:
1.During brainstorming sessions there should therefore be no criticism of ideas:
2.You are trying to open up possibilities and break down wrong assumptions about the limits of the problem. Judgments and analysis at this stage stunt idea generation.
3.Ideas should only be evaluated at the end of the brainstorming session – this is the time to explore solutions further using conventional approaches.
Tips to help you draw impactful Mind Maps:
1.Use Single Words or Simple Phrases
Many words in normal writing are padding, as they ensure that facts are conveyed in the correct context, and in a format that is pleasant to read.
In Mind Maps, single strong words and short, meaningful phrases can convey the same meaning more potently. Excess words just clutter the Mind Map.
2.Print Words
Joined up or indistinct writing is more difficult to read.
3.Use Color to Separate Different Ideas
This will help you to separate ideas where necessary. It also helps you to visualize the Mind Map for recall. Color can help to show the organization of the subject.
4.Use Symbols and Images
Pictures can help you to remember information more effectively than words, so, where a symbol or picture means something to you, use it. (You can use photo libraries like iStockPhoto to source images inexpensively.)
5.Using Cross-Linkages
Information in one part of a Mind Map may relate to another part. Here you can draw lines to show the cross-linkages. This helps you to see how one part of the subject affects another.
6.Visual Example
See the figure below for a great example of a Mind Map that has high visual impact:
FISH BONE TECHNIQUE
Cause and Effect Diagrams are also known as Fishbone Diagrams because a completed diagram can look like the skeleton of a fish.
The fishbone diagram (see below) originally developed by Professor Kaoru Ishikawa, is often referred to as an Ishikawa Diagram.
The technique can help to structure the process of identifying possible causes of a problem
Follow these steps to solve a problem with a Cause and Effect Diagram:
1.Identify the problem:
Write down the exact problem you face in detail. Where appropriate identify who is involved, what the problem is, and when and where it occurs. Write the problem in a box on the left hand side of a large sheet of paper. Draw a line across the paper horizontally from the box. This arrangement, looking like the head and spine of a fish, gives you space to develop ideas.
2. Work out the major factors involved:
Next identify the factors that may contribute to the problem. Draw lines off the spine for each factor, and label it. These may be people involved with the problem, systems, equipment, materials, external forces, etc. Try to draw out as many possible factors as possible. If you are trying to solve the problem as part of a group, then this may be a good time for some brainstorming.
Using the 'Fish bone' analogy, the factors you find can be thought of as the bones of the fish.
3. Identify possible causes:
For each of the factors you considered in stage 2, brainstorm possible causes of the problem that may be related to the factor. Show these as smaller lines coming off the 'bones' of the fish. Where a cause is large or complex, then it may be best to break it down into sub-causes. Show these as lines coming off each cause line.
4.Analyse your diagram:
By this stage you should have a diagram showing all the possible causes of your problem. Depending on the complexity and importance of the problem, you can now investigate the most likely causes further. This may involve setting up investigations, carrying out surveys, etc. These will be designed to test whether your assessments are correct.
The procedure is as follows:
On a broad sheet of paper, draw a long arrow horizontally across the middle of the page pointing to the right, and label the arrowhead with the title of the issue to be explained. This is the ‘backbone’ of the ‘fish’.
Draw spurs coming off the ‘backbone’ at about 45 degrees, one for every likely cause of the problem that the group can think of; and label each at its outer end.
Add sub-spurs to represent subsidiary causes. Highlight any causes that appear more than once – they may be significant.
The group considers each spur/sub-spur, taking the simplest first, partly for clarity but also because a good simple explanation may make more complex explanations unnecessary.
Ideally, it is eventually re-drawn so that position along the backbone reflects the relative importance of the different parts of the problem, with the most important at the head end.
Circle anything that seems to be a ‘key’ cause, so you can concentrate on it subsequently.
Tuesday, October 18, 2011
Cross-cultural communication
Cross-Cultural Communication
It's no secret that today's workplace is rapidly becoming vast, as the business environment expands to include various geographic locations and span numerous cultures. What can be difficult, however, is understanding how to communicate effectively with individuals who speak another language or who rely on different means to reach a common goal..
The Internet and modern technology have opened up new marketplaces, and allow us to promote our businesses to new geographic locations and cultures. And given that it can now be as easy to work with people remotely as it is to work face-to-face, cross-cultural communication is increasingly the new norm.
After all, if communication is electronic, it's as easy to work with someone in another country as it is to work with someone in the next town.
And why limit yourself to working with people within convenient driving distance when, just as conveniently, you can work with the most knowledgeable people in the entire world?
For those of us who are native English-speakers, it is fortunate that English seems to be the language that people use if they want to reach the widest possible audience. However, even for native English speakers, cross-cultural communication can be an issue: Just witness the mutual incomprehension that can sometimes arise between people from different English-speaking countries.
In this new world, good cross-cultural communication is a must.
Understanding Cultural Diversity
Given different cultural contexts, this brings new communication challenges to the workplace. Even when employees located in different locations or offices speak the same language (for instance, correspondences between English-speakers in the U.S. and English-speakers in the UK), there are some cultural differences that should be considered in an effort to optimize communications between the two parties.
In such cases, an effective communication strategy begins with the understanding that the sender of the message and the receiver of the message are from different cultures and backgrounds. Of course, this introduces a certain amount of uncertainty, making communications even more complex.
Without getting into cultures and sub-cultures, it is perhaps most important for people to realize that a basic understanding of cultural diversity is the key to effective cross-cultural communications. Without necessarily studying individual cultures and languages in detail, we must all learn how to better communicate with individuals and groups whose first language, or language of choice, does not match our own.
Developing Awareness of Individual Cultures
However, some learning the basics about culture and at least something about the language of communication in different countries is important. This is necessary even for the basic level of understanding required to engage in appropriate greetings and physical contact, which can be a tricky area inter-culturally. For instance, kissing a business associate is not considered an appropriate business practice in the U.S., but in Paris, one peck on each cheek is an acceptable greeting. And, the handshake that is widely accepted in the U.S. is not recognized in all other cultures.
While many companies now offer training in the different cultures where the company conducts business, it is important that employees communicating across cultures practice patience and work to increase their knowledge and understanding of these cultures. This requires the ability to see that a person's own behaviors and reactions are oftentimes culturally driven and that while they may not match are own, they are culturally appropriate.
If a leader or manager of a team that is working across cultures or incorporates individuals who speak different languages, practice different religions, or are members of a society that requires a new understanding, he or she needs to work to convey this.
Consider any special needs the individuals on your team may have. For instance, they may observe different holidays, or even have different hours of operation. Be mindful of time zone differences and work to keep everyone involved aware and respectful of such differences.
Generally speaking, patience, courtesy and a bit of curiosity go a long way. And, if you are unsure of any differences that may exist, simply ask team members. Again, this may best be done in a one-on-one setting so that no one feels "put on the spot" or self-conscious, perhaps even embarrassed, about discussing their own needs or differences or needs.
Demand Tolerance
Next, cultivate and demand understanding and tolerance. In doing this, a little education will usually do the trick. Explain to team members that the part of the team that works out of the Australia office, for example, will be working in a different time zone, so electronic communications and/or return phone calls will experience a delay. And, members of the India office will also observe different holidays (such as Mahatma Gandhi's Birthday, observed on Oct. 2).
Most people will appreciate the information and will work hard to understand different needs and different means used to reach common goals. However, when this is not the case, lead by example and make it clear that you expect to be followed down a path of open-mindedness, acceptance and tolerance.
Tip:
Tolerance is essential, however you need to maintain standards of acceptable behavior. The following "rules of thumb" seem universal:
• Team members should contribute to and not hinder the team's mission or harm the delivery to the team's customer.
• Team members should not damage the cohesion of the team or prevent it from becoming more effective.
• Team members should not unnecessarily harm the interests of other team members.
Other factors (such as national law) are obviously important.
When dealing with people in a different culture, courtesy and goodwill can also go a long way in ensuring successful communication. Again, this should be insisted on.
If your starting point in solving problems is to assume that communication has failed, you'll find that many problems are quickly resolved.
Keep It Simple
When you communicate, keep in mind that even though English is considered the international language of business, it is a mistake to assume that every businessperson speaks good English. In fact, only about half of the 800 million people who speak English learned it as a first language. And, those who speak it as a second language are often more limited than native speakers.
When you communicate cross-culturally, make particular efforts to keeping your communication clear, simple and unambiguous.
And (sadly) avoid humor until you know that the person you're communicating with "gets it" and isn't offended by it. Humor is notoriously culture-specific: Many things that pass for humor in one culture can be seen as grossly offensive in another.
And Get Help If You Need It
Finally, if language barriers present themselves, it may be in every one's best interest to employ a reliable, experienced translator.
Because English is not the first language of many international businesspeople, their use of the language may be peppered with culture-specific or non-standard English phrases, which can hamper the communication process. Again, having a translator on hand (even if just during the initial phases of work) may be the best solution here. The translator can help everyone involved to recognize cultural and communication differences and ensure that all parties, regardless of geographic location and background, come together and stay together through successful project completion.
Keywords: Cultural stereotypes, language barriers, non verbal communication, business etiquette
(Article Courtesy : http://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm)
It's no secret that today's workplace is rapidly becoming vast, as the business environment expands to include various geographic locations and span numerous cultures. What can be difficult, however, is understanding how to communicate effectively with individuals who speak another language or who rely on different means to reach a common goal..
The Internet and modern technology have opened up new marketplaces, and allow us to promote our businesses to new geographic locations and cultures. And given that it can now be as easy to work with people remotely as it is to work face-to-face, cross-cultural communication is increasingly the new norm.
After all, if communication is electronic, it's as easy to work with someone in another country as it is to work with someone in the next town.
And why limit yourself to working with people within convenient driving distance when, just as conveniently, you can work with the most knowledgeable people in the entire world?
For those of us who are native English-speakers, it is fortunate that English seems to be the language that people use if they want to reach the widest possible audience. However, even for native English speakers, cross-cultural communication can be an issue: Just witness the mutual incomprehension that can sometimes arise between people from different English-speaking countries.
In this new world, good cross-cultural communication is a must.
Understanding Cultural Diversity
Given different cultural contexts, this brings new communication challenges to the workplace. Even when employees located in different locations or offices speak the same language (for instance, correspondences between English-speakers in the U.S. and English-speakers in the UK), there are some cultural differences that should be considered in an effort to optimize communications between the two parties.
In such cases, an effective communication strategy begins with the understanding that the sender of the message and the receiver of the message are from different cultures and backgrounds. Of course, this introduces a certain amount of uncertainty, making communications even more complex.
Without getting into cultures and sub-cultures, it is perhaps most important for people to realize that a basic understanding of cultural diversity is the key to effective cross-cultural communications. Without necessarily studying individual cultures and languages in detail, we must all learn how to better communicate with individuals and groups whose first language, or language of choice, does not match our own.
Developing Awareness of Individual Cultures
However, some learning the basics about culture and at least something about the language of communication in different countries is important. This is necessary even for the basic level of understanding required to engage in appropriate greetings and physical contact, which can be a tricky area inter-culturally. For instance, kissing a business associate is not considered an appropriate business practice in the U.S., but in Paris, one peck on each cheek is an acceptable greeting. And, the handshake that is widely accepted in the U.S. is not recognized in all other cultures.
While many companies now offer training in the different cultures where the company conducts business, it is important that employees communicating across cultures practice patience and work to increase their knowledge and understanding of these cultures. This requires the ability to see that a person's own behaviors and reactions are oftentimes culturally driven and that while they may not match are own, they are culturally appropriate.
If a leader or manager of a team that is working across cultures or incorporates individuals who speak different languages, practice different religions, or are members of a society that requires a new understanding, he or she needs to work to convey this.
Consider any special needs the individuals on your team may have. For instance, they may observe different holidays, or even have different hours of operation. Be mindful of time zone differences and work to keep everyone involved aware and respectful of such differences.
Generally speaking, patience, courtesy and a bit of curiosity go a long way. And, if you are unsure of any differences that may exist, simply ask team members. Again, this may best be done in a one-on-one setting so that no one feels "put on the spot" or self-conscious, perhaps even embarrassed, about discussing their own needs or differences or needs.
Demand Tolerance
Next, cultivate and demand understanding and tolerance. In doing this, a little education will usually do the trick. Explain to team members that the part of the team that works out of the Australia office, for example, will be working in a different time zone, so electronic communications and/or return phone calls will experience a delay. And, members of the India office will also observe different holidays (such as Mahatma Gandhi's Birthday, observed on Oct. 2).
Most people will appreciate the information and will work hard to understand different needs and different means used to reach common goals. However, when this is not the case, lead by example and make it clear that you expect to be followed down a path of open-mindedness, acceptance and tolerance.
Tip:
Tolerance is essential, however you need to maintain standards of acceptable behavior. The following "rules of thumb" seem universal:
• Team members should contribute to and not hinder the team's mission or harm the delivery to the team's customer.
• Team members should not damage the cohesion of the team or prevent it from becoming more effective.
• Team members should not unnecessarily harm the interests of other team members.
Other factors (such as national law) are obviously important.
When dealing with people in a different culture, courtesy and goodwill can also go a long way in ensuring successful communication. Again, this should be insisted on.
If your starting point in solving problems is to assume that communication has failed, you'll find that many problems are quickly resolved.
Keep It Simple
When you communicate, keep in mind that even though English is considered the international language of business, it is a mistake to assume that every businessperson speaks good English. In fact, only about half of the 800 million people who speak English learned it as a first language. And, those who speak it as a second language are often more limited than native speakers.
When you communicate cross-culturally, make particular efforts to keeping your communication clear, simple and unambiguous.
And (sadly) avoid humor until you know that the person you're communicating with "gets it" and isn't offended by it. Humor is notoriously culture-specific: Many things that pass for humor in one culture can be seen as grossly offensive in another.
And Get Help If You Need It
Finally, if language barriers present themselves, it may be in every one's best interest to employ a reliable, experienced translator.
Because English is not the first language of many international businesspeople, their use of the language may be peppered with culture-specific or non-standard English phrases, which can hamper the communication process. Again, having a translator on hand (even if just during the initial phases of work) may be the best solution here. The translator can help everyone involved to recognize cultural and communication differences and ensure that all parties, regardless of geographic location and background, come together and stay together through successful project completion.
Keywords: Cultural stereotypes, language barriers, non verbal communication, business etiquette
(Article Courtesy : http://www.mindtools.com/CommSkll/Cross-Cultural-communication.htm)
Barriers to effective communication
Recognizing barriers to effective communication is a first step in improving communication style.
Encoding Barriers. The process of selecting and organizing symbols to represent a message requires skill and knowledge. Obstacles listed below can interfere with an effective message.
1. Lack of Sensitivity to Receiver. A breakdown in communication may result when a message is not adapted to its receiver. Recognizing the receiver’s needs, status, knowledge of the subject, and language skills assists the sender in preparing a successful message. If a customer is angry, for example, an effective response may be just to listen to the person vent for awhile.
2. Lack of Basic Communication Skills. The receiver is less likely to understand the message if the sender has trouble choosing the precise words needed and arranging those words in a grammatically-correct sentence.
3. Insufficient Knowledge of the Subject. If the sender lacks specific information about something, the receiver will likely receive an unclear or mixed message. Have you shopped for an item such as a computer, and experienced how some salespeople can explain complicated terms and ideas in a simple way? Others cannot.
4. Information Overload. If you receive a message with too much information, you may tend to put up a barrier because the amount of information is coming so fast that you may have difficulty comfortably interpreting that information. If you are selling an item with twenty-five terrific features, pick two or three important features to emphasize instead of overwhelming your receiver (ho-hum) with an information avalanche.
5. Emotional Interference. An emotional individual may not be able to communicate well. If someone is angry, hostile, resentful, joyful, or fearful, that person may be too preoccupied with emotions to receive the intended message. If you don’t like someone, for example, you may have trouble “hearing” them.
Transmitting Barriers: Things that get in the way of message transmission are sometimes called “noise.” Communication may be difficult because of noise and some of these problems:
1. Physical Distractions. A bad cellular phone line or a noisy restaurant can destroy communication. If an E-mail message or letter is not formatted properly, or if it contains grammatical and spelling errors, the receiver may not be able to concentrate on the message because the physical appearance of the letter or E-mail is sloppy and unprofessional.
2. Conflicting Messages. Messages that cause a conflict in perception for the receiver may result in incomplete communication. For example, if a person constantly uses jargon or slang to communicate with someone from another country who has never heard such expressions, mixed messages are sure to result. Another example of conflicting messages might be if a supervisor requests a report immediately without giving the report writer enough time to gather the proper information. Does the report writer emphasize speed in writing the report, or accuracy in gathering the data?
3. Channel Barriers. If the sender chooses an inappropriate channel of communication, communication may cease. Detailed instructions presented over the telephone, for example, may be frustrating for both communicators. If you are on a computer technical support help line discussing a problem, it would be helpful for you to be sitting in front of a computer, as opposed to taking notes from the support staff and then returning to your computer station.
4. Long Communication Chain. The longer the communication chain, the greater the chance for error. If a message is passed through too many receivers, the message often becomes distorted. If a person starts a message at one end of a communication chain of ten people, for example, the message that eventually returns is usually liberally altered.
Decoding Barriers. The communication cycle may break down at the receiving end for some of these reasons:
1. Lack of Interest. If a message reaches a reader who is not interested in the message, the reader may read the message hurriedly or listen to the message carelessly. Miscommunication may result in both cases.
2. Lack of Knowledge. If a receiver is unable to understand a message filled with technical information, communication will break down. Unless a computer user knows something about the Windows environment, for example, the user may have difficulty organizing files if given technical instructions.
3. Lack of Communication Skills. Those who have weak reading and listening skills make ineffective receivers. On the other hand, those who have a good professional vocabulary and who concentrate on listening, have less trouble hearing and interpreting good communication. Many people tune out who is talking and mentally rehearse what they are going to say in return. We’ll see some techniques for improving listening skills in Chapter 2.
4. Emotional Distractions. If emotions interfere with the creation and transmission of a message, they can also disrupt reception. If you receive a report from your supervisor regarding proposed changes in work procedures and you do not particularly like your supervisor, you may have trouble even reading the report objectively. You may read, not objectively, but to find fault. You may misinterpret words and read negative impressions between the lines. Consequently, you are likely to misunderstand part or all of the report.
5. Physical Distractions. If a receiver of a communication works in an area with bright lights, glare on computer screens, loud noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably experience communication breakdowns on a regular basis.
Responding Barriers— The communication cycle may be broken if feedback is unsuccessful.
1. No Provision for Feedback. Since communication is a two-way process, the sender must search for a means of getting a response from the receiver. If a team leader does not permit any interruptions or questions while discussing projects, he may find that team members may not completely understand what they are to do. Face-to-face oral communication is considered the best type of communication since feedback can be both verbal and nonverbal. When two communicators are separated, care must be taken to ask for meaningful feedback.
2. Inadequate Feedback. Delayed or judgmental feedback can interfere with good communication. If your supervisor gives you instructions in long, compound-complex sentences without giving you a chance to speak, you may pretend to understand the instructions just so you can leave the stress of the conversation. Because you may have not fully understood the intended instructions, your performance may suffer.
Encoding Barriers. The process of selecting and organizing symbols to represent a message requires skill and knowledge. Obstacles listed below can interfere with an effective message.
1. Lack of Sensitivity to Receiver. A breakdown in communication may result when a message is not adapted to its receiver. Recognizing the receiver’s needs, status, knowledge of the subject, and language skills assists the sender in preparing a successful message. If a customer is angry, for example, an effective response may be just to listen to the person vent for awhile.
2. Lack of Basic Communication Skills. The receiver is less likely to understand the message if the sender has trouble choosing the precise words needed and arranging those words in a grammatically-correct sentence.
3. Insufficient Knowledge of the Subject. If the sender lacks specific information about something, the receiver will likely receive an unclear or mixed message. Have you shopped for an item such as a computer, and experienced how some salespeople can explain complicated terms and ideas in a simple way? Others cannot.
4. Information Overload. If you receive a message with too much information, you may tend to put up a barrier because the amount of information is coming so fast that you may have difficulty comfortably interpreting that information. If you are selling an item with twenty-five terrific features, pick two or three important features to emphasize instead of overwhelming your receiver (ho-hum) with an information avalanche.
5. Emotional Interference. An emotional individual may not be able to communicate well. If someone is angry, hostile, resentful, joyful, or fearful, that person may be too preoccupied with emotions to receive the intended message. If you don’t like someone, for example, you may have trouble “hearing” them.
Transmitting Barriers: Things that get in the way of message transmission are sometimes called “noise.” Communication may be difficult because of noise and some of these problems:
1. Physical Distractions. A bad cellular phone line or a noisy restaurant can destroy communication. If an E-mail message or letter is not formatted properly, or if it contains grammatical and spelling errors, the receiver may not be able to concentrate on the message because the physical appearance of the letter or E-mail is sloppy and unprofessional.
2. Conflicting Messages. Messages that cause a conflict in perception for the receiver may result in incomplete communication. For example, if a person constantly uses jargon or slang to communicate with someone from another country who has never heard such expressions, mixed messages are sure to result. Another example of conflicting messages might be if a supervisor requests a report immediately without giving the report writer enough time to gather the proper information. Does the report writer emphasize speed in writing the report, or accuracy in gathering the data?
3. Channel Barriers. If the sender chooses an inappropriate channel of communication, communication may cease. Detailed instructions presented over the telephone, for example, may be frustrating for both communicators. If you are on a computer technical support help line discussing a problem, it would be helpful for you to be sitting in front of a computer, as opposed to taking notes from the support staff and then returning to your computer station.
4. Long Communication Chain. The longer the communication chain, the greater the chance for error. If a message is passed through too many receivers, the message often becomes distorted. If a person starts a message at one end of a communication chain of ten people, for example, the message that eventually returns is usually liberally altered.
Decoding Barriers. The communication cycle may break down at the receiving end for some of these reasons:
1. Lack of Interest. If a message reaches a reader who is not interested in the message, the reader may read the message hurriedly or listen to the message carelessly. Miscommunication may result in both cases.
2. Lack of Knowledge. If a receiver is unable to understand a message filled with technical information, communication will break down. Unless a computer user knows something about the Windows environment, for example, the user may have difficulty organizing files if given technical instructions.
3. Lack of Communication Skills. Those who have weak reading and listening skills make ineffective receivers. On the other hand, those who have a good professional vocabulary and who concentrate on listening, have less trouble hearing and interpreting good communication. Many people tune out who is talking and mentally rehearse what they are going to say in return. We’ll see some techniques for improving listening skills in Chapter 2.
4. Emotional Distractions. If emotions interfere with the creation and transmission of a message, they can also disrupt reception. If you receive a report from your supervisor regarding proposed changes in work procedures and you do not particularly like your supervisor, you may have trouble even reading the report objectively. You may read, not objectively, but to find fault. You may misinterpret words and read negative impressions between the lines. Consequently, you are likely to misunderstand part or all of the report.
5. Physical Distractions. If a receiver of a communication works in an area with bright lights, glare on computer screens, loud noises, excessively hot or cold work spaces, or physical ailments, that receiver will probably experience communication breakdowns on a regular basis.
Responding Barriers— The communication cycle may be broken if feedback is unsuccessful.
1. No Provision for Feedback. Since communication is a two-way process, the sender must search for a means of getting a response from the receiver. If a team leader does not permit any interruptions or questions while discussing projects, he may find that team members may not completely understand what they are to do. Face-to-face oral communication is considered the best type of communication since feedback can be both verbal and nonverbal. When two communicators are separated, care must be taken to ask for meaningful feedback.
2. Inadequate Feedback. Delayed or judgmental feedback can interfere with good communication. If your supervisor gives you instructions in long, compound-complex sentences without giving you a chance to speak, you may pretend to understand the instructions just so you can leave the stress of the conversation. Because you may have not fully understood the intended instructions, your performance may suffer.
Grapevine
Grapevine is an informal channel of business communication. It is called so because it stretches throughout the organization in all directions irrespective of the authority levels. Man as we know is a social animal. Despite existence of formal channels in an organization, the informal channels tend to develop when he interacts with other people in organization. It exists more at lower levels of organization.
Grapevine generally develops due to various reasons. One of them is that when an organization is facing recession, the employees sense uncertainty. Also, at times employees do not have self-confidence due to which they form unions. Sometimes the managers show preferential treatment and favour some employees giving a segregated feeling to other employees. Thus, when employees sense a need to exchange their views, they go for grapevine network as they cannot use the formal channel of communication in that case. Generally during breaks in cafeteria,the subordinates talk about their superior’s attitude and behaviour and exchange views with their peers. They discuss rumours about promotion and transfer of other employees. Thus, grapevine spreads like fire and it is not easy to trace the cause of such communication at times.
Origin of the expression ‘grapevine’
This is an expression, which has been a part of the English language for well over one hundred years.
According to one theory, the idiom came into existence when F. B. Morse came up with the idea of the telegraph. When Morse managed to send his message "What God hath wrought" over the wire between Washington and Baltimore, many companies got interested in the telegraph. They put up telegraph poles and lines from one place to another. During the early years, the workmanship was very poor; the telegraph lines often crisscrossed. The wires reminded people of the crooked grapevine. Since information was being received through these wires, people came up with the expression "through the grapevine".
As to why people began to believe that the information received through the grapevine was unreliable, we have to go back to the American Civil War that took place between 1861 and 1865. During this period, military commanders began to send battlefield reports in the form of telegrams. What the enemy used to do was to send false reports of the same battle and as a result people were unsure which report to believe. Therefore anything heard through the grapevine was considered unreliable.
Examples of Grapevine Network of Communication
1. Suppose the profit amount of a company is known. Rumour is spread that this much profit is there and on that basis bonus is declared.
2. CEO may be in relation to the Production Manager. They may have friendly relations with each other.
Pros and Cons of Grapevine Communication
Advantages of Grapevine Communication
1. Grapevine channels carry information rapidly. As soon as an employee gets to know some confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other. Thus, it spreads hastily.
2. The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.
3. The grapevine creates a sense of unity among the employees who share and discuss their views with each other. Thus, grapevine helps in developing group cohesiveness.
4. The grapevine serves as an emotional supportive value.
5. The grapevine is a supplement in those cases where formal communication does not work.
Disadvantages of Grapevine Communication
1. The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depict the complete state of affairs.
2. The grapevine is not trustworthy always as it does not follows official path of communication and is spread more by gossips and unconfirmed report.
3. The productivity of employees may be hampered as they spend more time talking rather than working.
4. The grapevine leads to making hostility against the executives.
5. The grapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization.
Grapevine generally develops due to various reasons. One of them is that when an organization is facing recession, the employees sense uncertainty. Also, at times employees do not have self-confidence due to which they form unions. Sometimes the managers show preferential treatment and favour some employees giving a segregated feeling to other employees. Thus, when employees sense a need to exchange their views, they go for grapevine network as they cannot use the formal channel of communication in that case. Generally during breaks in cafeteria,the subordinates talk about their superior’s attitude and behaviour and exchange views with their peers. They discuss rumours about promotion and transfer of other employees. Thus, grapevine spreads like fire and it is not easy to trace the cause of such communication at times.
Origin of the expression ‘grapevine’
This is an expression, which has been a part of the English language for well over one hundred years.
According to one theory, the idiom came into existence when F. B. Morse came up with the idea of the telegraph. When Morse managed to send his message "What God hath wrought" over the wire between Washington and Baltimore, many companies got interested in the telegraph. They put up telegraph poles and lines from one place to another. During the early years, the workmanship was very poor; the telegraph lines often crisscrossed. The wires reminded people of the crooked grapevine. Since information was being received through these wires, people came up with the expression "through the grapevine".
As to why people began to believe that the information received through the grapevine was unreliable, we have to go back to the American Civil War that took place between 1861 and 1865. During this period, military commanders began to send battlefield reports in the form of telegrams. What the enemy used to do was to send false reports of the same battle and as a result people were unsure which report to believe. Therefore anything heard through the grapevine was considered unreliable.
Examples of Grapevine Network of Communication
1. Suppose the profit amount of a company is known. Rumour is spread that this much profit is there and on that basis bonus is declared.
2. CEO may be in relation to the Production Manager. They may have friendly relations with each other.
Pros and Cons of Grapevine Communication
Advantages of Grapevine Communication
1. Grapevine channels carry information rapidly. As soon as an employee gets to know some confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other. Thus, it spreads hastily.
2. The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.
3. The grapevine creates a sense of unity among the employees who share and discuss their views with each other. Thus, grapevine helps in developing group cohesiveness.
4. The grapevine serves as an emotional supportive value.
5. The grapevine is a supplement in those cases where formal communication does not work.
Disadvantages of Grapevine Communication
1. The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depict the complete state of affairs.
2. The grapevine is not trustworthy always as it does not follows official path of communication and is spread more by gossips and unconfirmed report.
3. The productivity of employees may be hampered as they spend more time talking rather than working.
4. The grapevine leads to making hostility against the executives.
5. The grapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization.
Shannon-weaver model- notes
Claude Shannon was a research scientist at Bell Telephone Company trying to achieve maximum telephone line capacity with minimum distortion. He had never intended for his mathematical theory of signal transmission for anything but telephones. But when Warren Weaver applied Shannon's concept of information loss to interpersonal communication, one of the most popular models of communication was created. According to Shannon and Weaver's model (as seen above), a message begins at an information source, which is relayed through a transmitter, and then sent via a signal towards the receiver. But before it reaches the receiver, the message must go through noise (sources of interference). Finally, the receiver must convey the message to its destination.
Suppose you have an idea in your head (information source) that you want to tell someone about. You must first move the idea from your brain to your mouth (transmitter). Since you cannot actually share your gray matter, you must select words for your transmitter to use. Once you speak, your voice (signal) is carried through the air toward the listener's ear (receiver). Along the way, your signal is joined by a myriad of other sounds and distractions (noises). The receiver then takes everything it receives and tries to maximum the message and minimize the noise. Finally, the receiver conveys its message to the other person's mind (destination).
Shannon and Weaver's model clearly demonstrates why even the simplest communications can be misunderstood. Transmitting a signal across additional media only adds to the complexity of the communication and increases the chance for distortion. It is suddenly easier to understand why other people just can't grasp what we already know.
Suppose you have an idea in your head (information source) that you want to tell someone about. You must first move the idea from your brain to your mouth (transmitter). Since you cannot actually share your gray matter, you must select words for your transmitter to use. Once you speak, your voice (signal) is carried through the air toward the listener's ear (receiver). Along the way, your signal is joined by a myriad of other sounds and distractions (noises). The receiver then takes everything it receives and tries to maximum the message and minimize the noise. Finally, the receiver conveys its message to the other person's mind (destination).
Shannon and Weaver's model clearly demonstrates why even the simplest communications can be misunderstood. Transmitting a signal across additional media only adds to the complexity of the communication and increases the chance for distortion. It is suddenly easier to understand why other people just can't grasp what we already know.
Saturday, September 24, 2011
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