Thus, to overcome the communication barriers effectively, be sure the Client

To minimize the risk of a communicative failure the sender should accept responsibility for the message delivery rather that just send his messages. As Peter Drucker maintains, the result of any communication finally depends on the receiver of the message. That is why while determining the framework of the message one should think of the client and take into consideration his attitude, expectations and concernment.

R think clearly, and

r deliver skillfully. (Blundel 2000:50).

Small kids speak their mind easily. Unlike children adults are more cautious, yet they do not prepare their everyday talks either. E.M.Forster used to say, ‘How can I tell what I think till I see what I say?’ In the workplace a lot of messages should be thought of thoroughly before they are transmitted. There are many causes for this, the most common of which are the complexity and content of the facts and opinions to be transmitted. Clear thinking and organization of your messages can be supported by diagrams, mind maps, and checklists.

There are three rules of skillful delivery of the message, no matter what channel or medium of expression is used:

r forget about yourself and concentrate on the receiver;

r apply multiple means of communication (if one channel or medium fails it will be supported by another; avoid lack of coordination among the media and channels of expression);

r try to obtain feedback (any feedback should be used to adjust the communication process).

Hears	q he is ready to communicate q he knows the channel q the appropriate channel is chosen
Understands	q he knows the language q he is aware of the context q the comparison is clear
Knows What to Do	q he possesses resources q he is authorized q he is willing

Horace Walpole once said, ‘The world is a comedy to those who think and a tragedy to those who feel. Picking up his metaphor we may state: When the Client does not understand the Sender, business communication turns out to be a tragedy. When the Client understands the Sender wrong, business communication turns out to be a comedy. Both are undesirable in the business setting and are worthy of making efforts in order to forecast and overcame potential communication barriers.

Recommended Reading:

1. Blundel R., Effective Business Communication. Principles and Practice for the Information Age. Prentice Hall. То же на русском языке: Бландел Р. Эффективные Бизнес-Коммуникации. Теория и практика в эпоху информации. – Санкт-Петербург, 2000 – C.34-57.

2. Lahiff J.M., Penrose J.M., Business Communication: Strategies and Skills. Prentice Hall. То же на русском языке. Лэйхиф Дж. М., Пенроуз Дж. М. Бизнес-коммуникации. Стратегии и навыки. - Санкт-Петербург, 2001. – C. 56-57.

3. Sheldon R. Business Communications. - Peter Andrew Publishing Co, 1989. – p. 7-11; 31-32.

4. Панфилова А.П. Деловая коммуникация в профессиональной деятельности. Санкт-Петербург, 2001. - С. 49-65.

5. Спивак В.А. Современные бизнес коммуникации. – СПб: Питер, 2002. C. 142-147.

Glossary of the Basic Terms:

Affective component	the emo­tional or feeling segment of an attitude
Avoidance barrier	when the partner avoids meeting someone, or receiving some information
Behavioural component	a segment of an attitude that refers to an inten­tion to behave in a certain way toward someone or something
Bias	leaning of the mind towards or against from something, predisposition
Causal attribution	motives, aims and intentions which we tend to attribute to explain the behaviour of others
Circumspection	paying careful attention to everything before taking action; caution, prudence;
Cognitive component	a value statement which underlies an attitude
Cognitive dissonance	a state experienced when an individual is presented with cues from reality, which do not conform to his perception of what that reality is
Communication barrier	either some condition or state of the sender or receiver as persons, or something done by either of them which impedes or distorts the communication
Communicative aspect	an aspect of the communication process connected with exchange of information, opinions, feelings, desires, states, etc.
Cultural specificity	a set of norms, values and lines of behaviour that distinguish one group/nation from others
Defensiveness	a behaviour by which a person tries to protect oneself from criticism (usually alienated and counterproductive)
Empathy	an ability to place oneself in the shoes of other people and try to understand the world from their point of view, to feel their state and position and try to take them into account in our behaviour
Group think	an ultimate type of orthodoxy that occurs in isolated closely bound groups with strong leaders and without clear solution to their problems
Intra-group communication	communication within a group
Inter-group communication	communication among groups
Interactive aspect	an aspect of communication connected with the parties’ interaction in the process of communication.
Orthodoxy	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.
Perception	process by which we become aware of changes through our senses; sensation, feeling, observation
Perception aspect	the part of communication connected with perceiving the partner, with impression received from him/her; allows analysing the factors that influence perception, attitude to the partner irrespective of the subject of communication
Prejudice	a kind of stereotype judging people without knowing them and their motives
Projection	in psychology accusation of, or unconscious attribution to another of one’s own thoughts, feelings, or actions.
Pre-occupation	the state of mind in which something takes up all a person’s thoughts
Self-presentation	(here) a manipulation element that aims at making a desired impression on the partner
Stereotyping	generalisation that classifies people by their belonging to a group, social or economic class, by their physical characteristics

Дата добавления: 2014-01-11