Words: 1,374 Reading time: 4 minutes 35 secondsWhen Lee, the Operations Director, announced the pending plant closures she had been working on it for weeks. The problems with the firm had been clear for a while, but answers had been elusive. This was her solution.
When Simon, the Warehouse Foreman, heard the proposals he wondered what had taken them so long. He would have told them what needed to be done months ago, only they never asked.
In organizations, when things don’t go as planned, or as hoped, or as well as we would have liked, there is one culprit certain to be nominated – lack of communication.
Common Culprit
Rey in her book “Secrets of the Body Broker” says that in her consulting practice, communication—or lack of it—is the leading cause of workplace dissatisfaction, and that the problem encompasses communication between employee and boss, between departments and between senior management and management staff.
So, not only does communication feature in the roll call of why things went wrong, it also stands in the dock when the charge is lack of satisfaction. Communication is conceived as being something not only outside of the individual, but also beyond their scope. It is a darkness, always there and into which no light of our own can shine. All of us await the harsh magnesium luminosity of some rescuer’s flare before we can steer our way to knowing.
Apparently, leaders, managers and workers are each shipwrecked on their own desert island of ignorance, playing their eight records and waiting for the fates to send them a ship.
We may not wish to admit it, but it doesn’t actually happen like this.
* Some of us are ignorant because we choose to be; it’s less of a problem that way.
* Some of us think we know it all anyway; anything else would be inconsequential.
* Some of don’t know what we don’t know; we are within the realms of what’s possible.
* Some of us don’t care what we don’t know; that’s somebody else’s problem.
* And some of us don’t want others to know; it’s just none of their business.
If we knew more, we’d do better
Organizational theory has it that communication in the workplace will provide employees with a clear understanding of what is demanded from them and give them knowledge of what to do and what to expect. It is said that communication creates effective performance by the staff, and, consequently, increases customer loyalty and profit.
The reverse of the coin says that lack of communication may lead to:
§ Misunderstandings
§ Lack of information
§ Decrease in employees’ performance
§ Decrease in company’s turnover
In this model the inability of leaders and managers to clearly express their thoughts, ideas and demands leads to employees' inability to work well.
This strikes me as way too simplistic and naïve.
Few companies, if any, run a single agenda and some items on the agenda are usually unstated. There are always conflicting demands between agenda items and which gets precedence can change rapidly, or be different in different parts of the organization at the same time. On top of that, each employee has their own agenda which – amazingly – is highly unlikely to be the same as that of the company.
What emerges from any company is the result of a complex of agenda trade-offs at every level. More and indiscriminate communication between those levels is likely to lead to greater confusion, not less; to reduced rather than improved results.
No news is good news
Some people believe they are managing by exception. This causes them to have their antennae tuned to hear only bad news. For those operating with such a mindset, no news is, indeed, good news.
However, there might be things, like political issues and conflicts of interest, which prevent others from bringing issues to surface. As a manager you will hear no news, but there will be hidden things that may go from bad to worse. Waiting until things get so awful that they can no longer be kept off your radar is a good way to be sure you will always be late to the scene of a fire and that fire will be out of control when you arrive.
If it’s an ‘internal’ customer not giving you feedback about a project you have completed, perhaps she’s not happy with it. If her preferred style is to avoid confrontation your future prospects may already be blighted, you just don’t know it yet. By the time you do it will be too late to repair the damage.
No news can also mean they didn’t hear what you thought you said, or they attach less weight to it than you do. Sometimes people just decided to put the issue on the back burner and let it simmer a while – if it’s that important, they expect you’ll mention it again – but they don't bother to let you know.
Mixed messages
If you continue to drive a large, expensive car while the firm is going through a rough patch, is that confidence or arrogance?
Critical non-essentials – like receiving flowers from the contractor after all your carpets have been cleaned – are a nice treat when everything else is fine, but something of an insult when the basics fail to come up to the mark. As a ‘thank you’ they are misplaced and as an apology they are inadequate.
If the functional area you manage is about to be downsized and you do not say anything to your staff, is that because you don’t know, or because you don’t want others to know, or because you can’t face it? In either case the end result could be an erosion of trust.
Even communication of success, the fact that things are going really well, can result in confusion. Is this reassurance that you are offering? Are you boasting just to look good? Or are the congratulations premature?
Leadership
Lack of communication is a lack of leadership. Leadership needs candour and honesty. Leadership is the communication of emotions. Lack of management experience is a primary reason why communication is such a problem in the workplace.
According to Rey, every day thousands of employees receive promotions into management positions for the first time, and the majority have little or no experience managing and motivating employees. She says it's no surprise they don't know how to effectively communicate to their staff what is expected of them. Exactly the same is true of businesses – of all sizes – hiring people.
However, if this is a lack, then it isn’t confined to business. Someone who is a good communicator does not suddenly cease to be so when she arrives at work. All of us communicate all of the time. However, the depth and breadth of communication, as well as the fact of communication itself, may be more critical where certain elements of business are concerned.
What we say and what is heard are not necessarily the same thing. What we want to say and what we ought to say can be different, both from our own perspective and that of the other person.
We Cannot Not Communicate
As Paul Watzlawick has made clear, and as some of the situations mentioned imply, you can not communicate, however you can always miscommunicate. Whether you say something, or not, others will interpret your words or your silence in their own way, structured by their own map of the world. Sometimes, by chance, the message sent and the message received are sufficiently similar to allow both parties to proceed along a common path. However, given that we are different people with different reality filters, there is every chance of some misunderstanding arising and our paths diverging.
Conclusion
In the annals of human tragedy Simon and Lee are just bit-part players in what amounts to a cast of thousands who are playing out similar disasters all the time. Simon and Lee are the Californian and the Titanic all over again; the Californian stops transmitting because its message isn’t being heard and the Titanic is transmitting when it really should be listening.
There is communication, it’s undeniable, but there’s no clarity of meaning.
Then, as now, we need to reach the Captain on the bridge, not the wireless operator in the radio room.
In organizations, when things don’t go as planned, or as hoped, or as well as we would have liked, there is one culprit certain to be nominated – lack of communication.
Common Culprit
Rey in her book “Secrets of the Body Broker” says that in her consulting practice, communication—or lack of it—is the leading cause of workplace dissatisfaction, and that the problem encompasses communication between employee and boss, between departments and between senior management and management staff.
So, not only does communication feature in the roll call of why things went wrong, it also stands in the dock when the charge is lack of satisfaction. Communication is conceived as being something not only outside of the individual, but also beyond their scope. It is a darkness, always there and into which no light of our own can shine. All of us await the harsh magnesium luminosity of some rescuer’s flare before we can steer our way to knowing.
Apparently, leaders, managers and workers are each shipwrecked on their own desert island of ignorance, playing their eight records and waiting for the fates to send them a ship.
We may not wish to admit it, but it doesn’t actually happen like this.
* Some of us are ignorant because we choose to be; it’s less of a problem that way.
* Some of us think we know it all anyway; anything else would be inconsequential.
* Some of don’t know what we don’t know; we are within the realms of what’s possible.
* Some of us don’t care what we don’t know; that’s somebody else’s problem.
* And some of us don’t want others to know; it’s just none of their business.
If we knew more, we’d do better
Organizational theory has it that communication in the workplace will provide employees with a clear understanding of what is demanded from them and give them knowledge of what to do and what to expect. It is said that communication creates effective performance by the staff, and, consequently, increases customer loyalty and profit.
The reverse of the coin says that lack of communication may lead to:
§ Misunderstandings
§ Lack of information
§ Decrease in employees’ performance
§ Decrease in company’s turnover
In this model the inability of leaders and managers to clearly express their thoughts, ideas and demands leads to employees' inability to work well.
This strikes me as way too simplistic and naïve.
Few companies, if any, run a single agenda and some items on the agenda are usually unstated. There are always conflicting demands between agenda items and which gets precedence can change rapidly, or be different in different parts of the organization at the same time. On top of that, each employee has their own agenda which – amazingly – is highly unlikely to be the same as that of the company.
What emerges from any company is the result of a complex of agenda trade-offs at every level. More and indiscriminate communication between those levels is likely to lead to greater confusion, not less; to reduced rather than improved results.
No news is good news
Some people believe they are managing by exception. This causes them to have their antennae tuned to hear only bad news. For those operating with such a mindset, no news is, indeed, good news.
However, there might be things, like political issues and conflicts of interest, which prevent others from bringing issues to surface. As a manager you will hear no news, but there will be hidden things that may go from bad to worse. Waiting until things get so awful that they can no longer be kept off your radar is a good way to be sure you will always be late to the scene of a fire and that fire will be out of control when you arrive.
If it’s an ‘internal’ customer not giving you feedback about a project you have completed, perhaps she’s not happy with it. If her preferred style is to avoid confrontation your future prospects may already be blighted, you just don’t know it yet. By the time you do it will be too late to repair the damage.
No news can also mean they didn’t hear what you thought you said, or they attach less weight to it than you do. Sometimes people just decided to put the issue on the back burner and let it simmer a while – if it’s that important, they expect you’ll mention it again – but they don't bother to let you know.
Mixed messages
If you continue to drive a large, expensive car while the firm is going through a rough patch, is that confidence or arrogance?
Critical non-essentials – like receiving flowers from the contractor after all your carpets have been cleaned – are a nice treat when everything else is fine, but something of an insult when the basics fail to come up to the mark. As a ‘thank you’ they are misplaced and as an apology they are inadequate.
If the functional area you manage is about to be downsized and you do not say anything to your staff, is that because you don’t know, or because you don’t want others to know, or because you can’t face it? In either case the end result could be an erosion of trust.
Even communication of success, the fact that things are going really well, can result in confusion. Is this reassurance that you are offering? Are you boasting just to look good? Or are the congratulations premature?
Leadership
Lack of communication is a lack of leadership. Leadership needs candour and honesty. Leadership is the communication of emotions. Lack of management experience is a primary reason why communication is such a problem in the workplace.
According to Rey, every day thousands of employees receive promotions into management positions for the first time, and the majority have little or no experience managing and motivating employees. She says it's no surprise they don't know how to effectively communicate to their staff what is expected of them. Exactly the same is true of businesses – of all sizes – hiring people.
However, if this is a lack, then it isn’t confined to business. Someone who is a good communicator does not suddenly cease to be so when she arrives at work. All of us communicate all of the time. However, the depth and breadth of communication, as well as the fact of communication itself, may be more critical where certain elements of business are concerned.
What we say and what is heard are not necessarily the same thing. What we want to say and what we ought to say can be different, both from our own perspective and that of the other person.
We Cannot Not Communicate
As Paul Watzlawick has made clear, and as some of the situations mentioned imply, you can not communicate, however you can always miscommunicate. Whether you say something, or not, others will interpret your words or your silence in their own way, structured by their own map of the world. Sometimes, by chance, the message sent and the message received are sufficiently similar to allow both parties to proceed along a common path. However, given that we are different people with different reality filters, there is every chance of some misunderstanding arising and our paths diverging.
Conclusion
In the annals of human tragedy Simon and Lee are just bit-part players in what amounts to a cast of thousands who are playing out similar disasters all the time. Simon and Lee are the Californian and the Titanic all over again; the Californian stops transmitting because its message isn’t being heard and the Titanic is transmitting when it really should be listening.
There is communication, it’s undeniable, but there’s no clarity of meaning.
Then, as now, we need to reach the Captain on the bridge, not the wireless operator in the radio room.
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