Barriers of Effective Communication-Overcoming Barriers to Communication

Barriers to effective Communication

Information transfer from one person to another is referred to as communication. It also involves comprehending meaning. The received message's meaning should reflect the intended meaning as closely as feasible. A dynamic interpersonal process, communication is. Transmitting information and meaning from one person to another is the process of communication. It involves the exchange of knowledge and comprehension between the sender and the recipient. Effective communication is the process of communicating information in a way that the recipient can understand the message's meaning. The message conveyed should have a meaning that is as close as feasible to what was intended.

The caliber of the message received is a key indicator of effective communication. Communication is interfaced with by barriers. They contribute to the explanation of why the decoded message differs from the encoded message. They restrict how people communicate. As a result, communication barriers and breakdowns. They ought to understand how to control the flow of information and reduce any potential issues. In this section, we'll give a brief overview of the main issue preventing smooth communication within a business.

The barriers to effective communication can be:

• Physical Barriers
  They take place in the setting where communication takes place. They include:
  • Physical distance: There is a physical distance between the sender and the recipient. It serves as a communication roadblock. Jhapa to Jumla, for instance, in Nepal
  • Noise: It is generated by outside sources. Verbal communication is hampered. It can interact with the message's accurate reception.
  • Physical configurations: They prevent communication. A barrier might be a wall separating two persons, for instance.
• Psychological Barriers
  They entail separation of the mind. They include:
  • Selective perception: As he decodes the message, the receiver selectively sees and hears what he wants to see and hear. The receiver's exceptions may also have an impact on decoding.
  • Filtering: The sender modifies information so that the recipient will perceive it positively. An employee tells their supervisor what they believe they want to hear. Thus, the message is distorted.
  • Distrust: The recipient may doubt the sender's credibility. The "halo effect" they produce. Every communication should be based on mutual trust.
  • Emotions: The receiver's ability to decode may be influenced by emotional considerations. They can include, among others, rage, hate, fear, and envy. They offer a meaning that has been emotionally filtered.
  • Points of view: Stale points of view and prejudices prevent dialogue. Communication that runs counter to what people believe gets ignored.
  • Defensiveness: The receiver frequently acts defensively when he perceives the message to be dangerous.

• Organizational Barriers
  They are obstacles associated to organizations. They include:
  • Information overload: If the sender delivers too much information quickly, the recipient may experience it. The receiver's processing capacity cannot handle the inflow.
    • It is now possible to send a tremendous amount of information thanks to electronic communication.
    • Communication quality can be sacrificed.
  • Poor planning: It's possible that the message's design, encoding, and channel selection were poorly planned.
  • Complex structure: Communication is hampered by multiple levels of hierarchy in complicated organizations. They separate the sender and receiver in terms of organizational structure. as an illustration, a tall organizational structure.
  • Status Differences: Status discrepancies between the sender and recipient act as a communication barrier.
    • By sending only the information they believe subordinates should receive, superiors use screening. Additionally, they could be reluctant to divulge knowledge to subordinates.
    • Filtering is a tactic used by subordinates who transmit information they believe their superiors would find valuable.
  • Timing: Time constraints act as a roadblock to communication.
  • Lack of Feedback: It's possible that their recipient won't respond to the sender.
• Semantic Barriers
  The study of word meaning is known as semantics. Semantic barriers restrict the use of symbols in communication. They include:
  • Language: Words can have various meanings depending on the language they are spoken in. The sender's intended meaning and the recipient's interpretation may disagree.
  • Jargon is technical language or specialist terminology. Unfamiliar language interferes with comprehension of communication's meaning.
    Communication breakdowns are brought on by obstacles. They cause erroneous perceptions, miscommunication, disputes, tension, and postponed decisions.

Overcoming Barriers to Communication

The following are the strategies for removing communication obstacles:

• The open door policy:
  • The subordinates are always welcome to visit their superiors. The door is open for the employee to enter and discuss any issues that are on their mind.
  • In order to promote employee communication, managers should also ask direct questions. MBWA, or management by walking around, is also beneficial.
• The Grievance Procedure:
  • The formal organizational process for resolving employee problems is the grievance procedure. It consists of a number of procedures that an employee might follow to take his grievance to successively higher levels of management for resolution.
  • The grievance process promotes productive employee dialogue regarding complaints.
• Use of e-mail/IT:
  • Employees should be encouraged to communicate with their bosses directly via email. Email does not require hierarchy or appointments.
  • Utilizing modern information technologies also makes communication easier.
• Counseling:
  • Employee counseling sessions can significantly improve upward communication.
  • Employee communication is also improved by job satisfaction surveys.
• Employee meeting:
  An employee and managers meet in a small group setting. Employees are encouraged to discuss issues related to their jobs, their needs, management procedures, etc.
• Participative Decision techniques:
  They produce a tremendous quantity of two-way and upward communication. Committees, task groups, teams, employee involvement in quality circles, and idea boxes are helpful tools for fostering employee communication.
• Climate of Openness and Trust:
  • To improve upward communication, organizations should foster an environment of trust and open communication.
  • Restructuring should be done to allow for a smoother flow of information inside the company.
• Employee Empowerment:
  Giving employees discretion over resources and access to information at work encourages upward communication.
• The ombudsperson:
  Employees who have experienced unfair or inhumane treatment have a voice thanks to the ombudsperson. This method encourages communication at the top.
• Active listening:
  Managers should practice active listening when speaking with staff. This encourages communication at the top. Avoiding jargon is advised.
• Training:
  Employee communication is promoted by manager and employee training in communication.

Reference

AGRAWAL, DR. GOVIND RAM. Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.