Communication and Strategy Chapter 2

Communication and Strategy Chapter 2

Communication is the transfer of meaning.

I. Defining communication. A. Communication is the transfer of meaning.

B. Managers must not confuse communication with simply delivering messages.

II. Communication is complex and thus comprised of many elements.

A. Every message comes from a sender who encodes its contents.

B. The sender selects a medium through which to transmit what she knows or feels.

C. The message may be impeded by noise because of cultural context against which it was delivered or the field experience of the receiver.

D. The effect of the message will depend on the frame of mind or attitudinal set you bring to the situation and your system of ethics.

III. Communication is a process that involves six basic principles.

A. Dynamic. Human communication is constantly undergoing change.

B. Continuous. Silence is among the more powerful forms of communication.

C. Circular. The cycle known as feedback consists of receivers becoming senders and vice versa.

D. Unrepeatable. Once we have heard or seen a message, we have some notion of what to expect.

E. Irreversible. You cannot unsay a message you have conveyed.

F. Complex.

1. There are various elements and principals involved in communication. 2. Variances among human beings also add to the complexity of communication.

IV. Human communication occurs at various levels.

A. The complexities of the communication process elevate as the level of communication elevates.

B. Intrapersonal. Communicating within ourselves.

C. Interpersonal. Communicating between or among ourselves, verbally and nonverbally.

D. Organizational. Communicating with one another in the context of the group we belong to or the company we work for.

E. Mass or Public. Sending messages from one person or source to many people simultaneously.

V. Two barriers keep us from communicating successfully.

A. Physiological Barriers. We depend on the five senses (sight, sound, touch, smell, and taste) to report accurately on what is going on around us.

B. Psychological Barriers. To truly understand messages from others, we must first move beyond personal prejudices, stereotypes, and cultural beliefs that can distort or impede such understanding.

VI. The keys to communicating strategically lie in a few questions related to the elements of communication.

A. Sender. Who should send this message?

B. Receiver. Who is the intended audience for this message?

C. Message. What should your message contain?

D. Medium. What is the best way to send this message?

E. Code. What words and images should you select?

F. Feedback. What is your reaction to the audience?

G. Noise. How many other senders and messages are out there?

H. Effect. You must show your receiver that the information or ideas you have shown them are useful and worth acting on.

VII. Successful strategic communication usually involves a few steps.

A. Link your message to the strategy and goals of the organization.

B. Attract the attention of your intended audience.

C. Explain your position in terms they will understand and accept.

D. Motivate your audience to accept and act on your message.

1. Ask your audience to respond to your forms of authority.

2. Use the concept of social conformity to move your audience. 3. Show the audience your message is rational and is consistent with what they already believe.

E. Inoculate them against contrary messages and positions.

F. Manage audience expectations.

VIII. Communicating as a manager differs from everyday communication.

A. The higher your level of responsibility in an organization, the more you must alter your communication focus. A higher level of accountability also requires more detailed record keeping to remain updated on important issues in your field.

B. The organizational culture most often dictates the means by which day-to-day information moves throughout the company.

C. Your communication must adapt to the ever changing conditions of the firm.

D. Although we each have our own preferences for gathering, organizing, and disseminating information, each of us must accommodate those we work with to succeed in business.

IX. Crises can come in many shapes and forms, but each will require a special commitment to communication to be resolved successfully.

A. A crisis can represent a potential threat to the reputation, financial health, and survival of the companies involved.

B. A crisis is more than an ordinary or routine management problem. It is a major, unpredictable event that has potentially negative results. The event and its aftermath may significantly damage an organization and its employees, products, services, financial condition, and reputation.

C. Crises may be distinguished as internal in nature, or fully contained within an organization, or they may be external or oppositional in nature.

D. In preparing for a crisis, managers should consider five action steps:

1. Develop a detailed crisis management action plan that includes detailed research.

2. Set specific objectives and principles.

3. Establish a crisis-control team and an outline of responsibilities and authority for taking action when a crisis develops.

4. Speak with one voice.

5. Train for a crisis.