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R Failures in developing coordinated plan

R Failures in further delivery of information about alternatives

R Selective shift when processing available information

R Weak search of information

R Failure in evaluating preferred choice risks

R Incomplete research of purposes

R Incomplete survey of alternatives

R Phonetic barrier (mispronunciation, intonation, unacceptable speech tempo, inadequacy between speech and gestures, etc.)

R Semantic barrier (misunderstanding the meaning of the message because of language, lexis, culture connotations, social status)

R Stylistic barrier (discrepancy between the content of the message and its form and style)

In a work setting, interactions involve people who not only don't have years of experience with each other, but communication is complicated by the complex and often conflictual relationships that exist at work. Interactive aspect of communication results in social and cultural communication barriers. Apart from being individuals, our business partners belong to some organizations, groups and societies. How we perceive communication is affected by the past experience with the individual. Perception is also affected by the organizational relationship two people have. Two factors that influence inter-group and intra-group communication are orthodoxy and cultural specificity. Orthodoxy is the process by means of which individuals try to follow the norms, values and line of behaviour of the whole group and its charismatic leader. Cultural specificity is a set of norms, values and lines of behaviour that distinguish one group/nation from others. As Blundel (2000:44) mentions, both of them are inevitable and desirable in our life: absence of orthodoxy would have resulted in anarchy; without cultural specificity the world would have been colourless and uninteresting. However, it is obvious that excessive orthodoxy and absence of bridges among cultures will cause communication failures.

Ultimate type of orthodoxy (group think) can be illustrated by fascism in Germany in 1930s-1940s. In management group think may entail the following failures:

Group think occurs in isolated closely bound groups with strong leaders and without clear solution to their problems. In 1980s the Cabinet of Ministers headed by Margaret Thatcher showed some symptoms of the group think:

r Illusion of impregnability;

r Collective problem rationalisation;

r Belief in the innate morals of the group;

r Stereotypes about everything ‘beyond’ the group;

r Direct suppression of dissidence;

r Self-censorship of the group members;

r Illusion of unanimity that masks any disagreements;

r Established ‘mind guards’ who claim that everything will be fine (Blundel (2000:45).

Such symptoms can be found in any organisation. Each of them is a barrier to communication to say nothing of their joint development, which can be fatal for communication.

Cultural Specificity. Cultures form our way of thinking and behaviour stereotypes. Nations, companies, colleges and social groups tend to create their own culture. We become aware of the power of our cultural traditions only when cultures collide. Effective communication requires deciphering the basic values, motives, aspirations, and assumptions that operate across geographical lines. Given some dramatic differences across cultures in approaches to such areas as time, space, and privacy, the opportunities for miscommunication while we are in cross-cultural situations are plentiful. Cross-cultural communication is studied in detail in the course “Cross-cultural management”.

Interaction barriers comprise sheer unwillingness of a person to communicate because he does not see the other person’s need, or lack the information or experience to judge it, or because he is playing a power game. There is also an avoidance barrier when the partner avoids meeting someone, or receiving some information: e.g. a heavy smoker pretends not to notice the information about the damage caused by smoking. Defensiveness can be a very large barrier to communication due to the receiver’s or the sender’s attitude toward the message.

People’s Roles in Building Communication Barriers

Communication barriers, classified above, usually cause resentment which can be directed against anybody held responsible. From a business point of view this resentment should be avoided as it interferes with the smooth working process, atmosphere of cooperation and team-work. In order to help us avoid communication barriers let us consider some ways in which they can be built.

TheSender may erect a barrier on each stage: when formulating the message (if he does not understand the client, his needs, motives, background, etc.); when coding the message (for example, if his way of thinking is too vague to be formulated clearly); and when sending the message (for example, if he chooses the wrong channel for communication).

Let us, together with R.Sheldon (8-9), list in more detail the steps of the sender that may result in communication barriers. The barrier-creating behaviour may originate with the sender when s/he

r presents too much information for the receiver to take in without a pause;

r sends messages that do not take into account the receiver’s education, training, practical experience or intelligence;

r uses too many words instead of being concise;

r chooses ineffective medium of expression;

r uses inappropriate language (too formal, too informal, too technical, too ambiguous, etc.) and thus loses clarity;

r selects an unreliable channel of communication;

r does not speak clearly;

r writes illegibly;

r attaches different meaning to a word or concept that the receiver;

r disregards the receiver’s feelings about the topic, the context of raising it or the personal relationship involved;

r disregards any personal problems or emotional states with which the receiver may be pre-occupied;

r sets a tone unsuited to the topic or occasion;

<== предыдущая лекция | следующая лекция ==>
R Logical barrier (different type of thinking) | R does not put personal pre-occupation aside
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