CHAPTER 9

COMMUNICATING IN TEAMS AND ORGANIZATION

HBN101

GROUP 2

Leader:

PANALIGAN, NIESHELLE SHAYNE

Members:

HAO, JAZMINE ALLIAH

LANTIN, TRISHA JEEMAY
MANGAYA, ASHLEY
MERENCILLO, ANDREA JANE
MONTECLARO, JOANNE
NASE, REALLIVE
PORNELOS, PRINCES MAE
PIONILLA, FLORIEL ANN
RACELIS, ANDREA FRANCESCA
Learning Objectives:
➢ L01: Explain why communication is important in organizations, and discuss four
influences on effective communication encoding and decoding
➢ L02: Compare and contrast the advantages of and problems with electronic mail,
other verbal communication media, and nonverbal communication
➢ L03: Explain how social acceptance and media richness influence the preferred
communication channel
➢ L04: Discuss various barriers (noise) to effective communication, including
cross-cultural and gender-based differences in communication.
➢ L05: Explain how to get messages across more effectively, and summarize the
elements of active listening.
➢ L06: Summarize effective communication strategies in organizational hierarchies, and
review the role and relevance of the organizational grapevine

❖ L01: THE IMPORTANCE OF COMMUNICATION

Effective communication

Effective communication is vital to all organizations, so much so that no company could

exist without it.

- People work interdependently only when they can communicate - Although

organizations rely on variety of coordinating mechanisms, frequently, timely, and
accurate communication remains the primary means through which employees and
work units effectively synchronized their work

Example: A customer contacts customer support for assistance with their new smartphone
setup. The representative actively listens to the customer’s problem, shows empathy, and
provides clear and concise instructions. They remain patient and offer reassurance throughout
the interaction, ensuring the customer understands the steps. By following these principles,
the representative effectively guides the customer to a successful resolution, resulting in a
positive customer experience.

Chester Barnard

A telecommunications CEO and respected pioneer in organizational behavior theory, stated

this point back in 1938: “An organization comes into being when there are persons able to
communicate with each other”
In addition to coordination, communication plays a central role in organization learning. It is
the means through which knowledge enters the organization and is distributed to employees.

FUNCTIONS OF COMMUNICATION:

Decision Making - Imagine a challenge of making a decision without any information about
the decision context, the alternatives available, the likely outcomes of those options, or the
extent to which the decision is achieving its objectives.

- Example: Imagine a company thinking about launching a new product. To decide,

they need to gather information about the market, what customers want, and what
competitors are doing. They'll discuss different ways to launch the product, weigh the
good and bad sides of each option, and share their ideas with important people in the
company. Finally, they'll talk it over and agree on the best way to move forward. If
they don't communicate well, they might miss important information, misunderstand
each other, or disagree on what they're trying to achieve. This could lead to bad
decisions, confusion, and delays in the project.

Change Behavior - When communicating to others, we are often trying to alter beliefs and
feelings and ultimately their behavior. This influence process might be passive, such as
merely describing the situation more clearly and fully.

- Example: A new employee is struggling to adapt to the company's culture and work
expectations. They may feel overwhelmed, isolated, and unsure of how to fit in. To
help a new employee adapt to the company culture, colleagues can provide clear
information, guidance, and support. By creating a welcoming and inclusive
environment, they can passively influence the new employee’s beliefs, feelings, and
behavior, helping them to feel more comfortable and confident in their new role.

COMMUNICATION

Communication supports employee well-being.

Informationally, communication conveys knowledge that helps employees better manage

their work environment.

- Example: A company is implementing a new software system to streamline its

operations. To ensure employees are prepared for the transition, the company provides
comprehensive training sessions and online resources that explain the new system's
features, benefits, and how to use it effectively. This information empowers
employees to better manage their work environment by equipping them with the
knowledge and skills needed to adapt to the new technology.

Emotionally, the communication experience itself is soothing balm. Indeed, people are less
susceptible to colds, cardiovascular disease, and other physical and mental illnesses when
they have regular social interaction.

- Example: In addition to the informational aspects, the company fosters a supportive

and welcoming environment through team-building activities, mentorship programs,
and recognition of employee contributions. This emotional support helps employees
feel valued, connected, and less stressed during the transition, ultimately leading to a
more positive and productive work experience.

In essence, people have an inherent drive to bond, to validate their self-worth, and to maintain
their social identity.

Communication is the means through which these drives and needs are fulfilled.

Exhibit 9.1 THE COMMUNICATION MODEL

- This provides a useful “conduit” metaphor for thinking about the communication
process.
- According to this model, communication flows through channels between the sender
and receiver. The sender forms a message and encodes it into words, gestures, voice
intonations, and other symbols or signs. Next, the encoded message is transmitted to
the intended receiver through one or more communication channels (media). The
receiver senses the incoming message and decodes it into something meaningful.
Ideally, the decoded meaning is what the sender had intended.

Feedback repeats the communication process.

Intended feedback is encoded, transmitted, received, and decoded from the receiver to the
sender of the original message.

- This model recognizes that communication is not a free-flowing conduit. Rather, the
transmission of meaning from one person to another is hampered by noise- the
psychological, social, and structural barriers that distort and obscure the sender’s
intended message.
If any part of the communication process is distorted or broken, the sender and receiver will
not have a common understanding of the message.

INFLUENCES ON EFFECTIVE ENCODING AND DECODING

The communication process model suggests that communication effectiveness depends on the
ability of sender and receiver to efficiently and accurately encode and decode information.
There are FOUR main factors that influence the effectiveness of the encoding-decoding
process:

1. Communication channel proficiency. Communication effectiveness improves when

the sender and receiver are both motivated and able to communicate through the
communication channel.
- Example: A manager wants to communicate a new company policy to their
team. They choose to send an email because they know that all team members
have access to their company email accounts and are proficient in using email.
However, if some team members were not comfortable using email or did not
have access to their accounts, the manager would need to choose a different
communication channel, such as a face-to-face meeting or a phone call.
2. Similar codebooks. The sender and receiver rely on “codebooks,” which are
dictionaries of symbols, language, gestures, idioms, and other tools used to convey
information.
- Example: A manager wants to communicate to their team that they are
"burning the midnight oil" to finish a project. This is an idiom that means
working late into the night. If the team members are familiar with this idiom,
they will understand the manager's message and know that they are working
hard on the project. However, if the team members are not familiar with this
idiom, they may misunderstand the manager's message.
3. Shared mental models of the communication context. Mental models are internal
representations of the external world that allow us to visualize elements of a setting
and relationships among those elements.
- Codebooks are symbols used to convey message content, whereas mental
models are knowledge structures of the communication setting.
- Example: Imagine a team working on a new app. They all agree on what the
app should do, who it's for, how to sell it, and when it should be finished. This
shared understanding helps them work together smoothly. They can make
decisions quickly, solve problems easily, and work well as a team. This shared
understanding makes their communication clear and effective, leading to a
successful app launch.
4. Experience encoding the message. As people gain experience communicating the
subject matter, they become more proficient at using the codebook of symbols to
convey the message.
- Example: Customer service representatives who have been working in their
role for a long time are likely to be more proficient at encoding their messages
in a way that is helpful, empathetic, and professional. They can effectively
 address customer concerns, provide solutions, and build positive relationships
with customers..

❖ L02: Communication Channels

● The communication model includes two main types of channels: verbal

and nonverbal.

Verbal communication involves spoken or written words.

Advantages and Disadvantages of Verbal Communication

Advantages of Verbal Communication

1. Clarity and Specificity:

• Precise Language: When speaking, we can use specific words and phrases to express our
meaning accurately. This helps avoid the potential for misinterpretations that can arise from
written communication, especially when dealing with complex topics.

• Immediate Feedback: Verbal communication allows for instant clarification. If someone

doesn't understand something, they can immediately ask for an explanation. This
back-and-forth exchange helps ensure that everyone is on the same page and prevents
misunderstandings from escalating.

• Example: Imagine you're giving instructions for a new task. If you say "Please complete the
report by Friday," it's much clearer than writing "Report due Friday" in an email. In the
spoken word, you can add context, emphasis, and nuances to your instructions.

2. Direct Communication:

• Real-Time Interaction: Verbal communication is a real-time interaction. You can gauge the
other person's understanding by their facial expressions, body language, and responses.

• Immediate Responses: You can get immediate feedback and answers to your questions,
which is crucial for resolving issues and making decisions quickly.

• Building Trust: Direct verbal communication helps build trust. The tone of voice, empathy,
and understanding that comes from speaking directly can strengthen relationships and create
a sense of connection.

• Example: During a team meeting, you can ask for feedback on a proposal and get
immediate reactions from your colleagues. You can also clarify any misunderstandings or
address concerns in real time. This dynamic interaction helps to ensure everyone is invested
in the process and contributes their ideas effectively.

Disadvantages of Verbal Communication

1. Misinterpretation: Words can have different meanings depending on context or

personal perception. For instance, using the word “cheap” to describe a product could
be interpreted positively by some (affordable) and negatively by others (low quality).

2. Limited Feedback: In face-to-face conversations, feedback is immediate, but in other

formats (like phone calls or presentations), it can be hard to gauge reactions. For
example, during a phone call, a speaker may be unaware of the listener's confusion or
disagreement.

3. Nonverbal Cues: Important information can be conveyed through body language and
tone, which might be lost in a strictly verbal exchange. For instance, someone might
say "I'm fine" while their tone and facial expression suggest otherwise, leading to
misunderstandings.

Nonverbal communication does not use words.

Spoken and written communication have different strengths and weaknesses in effectiveness.
Traditionally, written communication is slower than spoken communication, but electronic
methods like email and social media have improved its efficiency.

Example of Nonverbal Communication

Nodding: is a crucial nonverbal cue in communication, signaling active listening and

agreement. It enhances interactions by adding depth and nuance, ultimately improving
interpersonal relationships and fostering clearer communication.

Internet-Based Communication

In the early 1960s, funded by the U.S. Department of Defense, researchers began connecting
computers, leading to the creation of the ARPANET in 1969, which marked the birth of the
Internet. The first email was sent in 1971, and by 1973, e-mail became the main form of
communication on the network. In 1979, Duke University graduate students developed
Usenet, the first public computer-mediated social network.
PROBLEMS WITH EMAIL

In spite of the wonders of email, anyone who has used this communication medium knows
that it has its limitations. Here are the top four complaints:

● Poor Medium for Communicating Emotions:

Email lacks nonverbal cues like facial expressions and voice intonation, making it difficult to
convey emotional tone. People often underestimate how well they interpret emotions in
emails. To clarify their feelings, senders use expressive language, bold text, and emoticons,
but these cannot fully replicate the complexity of real-life emotional communication.

Poor Medium for Communicating Emotions:

• Email lacks the nonverbal cues (tone of voice, facial expressions) that help communicate
emotions. This can lead to misinterpretations, where a message intended to be friendly might
be perceived as sarcastic or rude.

• While email struggles with conveying emotions, it can be helpful for communicating factual
information or delivering neutral messages where emotional nuance is less crucial.

Example: A sarcastic email about a missed deadline might be perceived as anger, while a
face-to-face conversation would allow for a more detailed delivery of the message, perhaps
with a lighter tone and a focus on the solution.

● Reduction in Politeness and Respect in E-Mail Communication:

E-mails are often less diplomatic than traditional letters, leading to "flaming," where strong
negative emotions are conveyed. Recipients may interpret messages more negatively than
intended, and senders are more likely to express disparaging remarks through e-mail, partly
because they can act on impulse before their emotions settle. E-mail's low social presence
makes it easier to send impersonal messages that wouldn't be spoken face-to-face. However,
research shows that flaming decreases as teams develop and establish clear communication
norms.

Reduction in Politeness and Respect in E-Mail Communication:

• The informality of email can lead to a decline in politeness and respect in communication.
People might be less likely to use formal language or express appreciation in emails than they
would in person.

• Email can be a good medium for quick, informal communication among colleagues who
already have established relationships. However, when addressing sensitive topics or formal
requests, email can fall short.
Example: A casual email requesting a meeting might simply say "Hey, can we meet?" while
a formal letter would likely include a polite salutation, a specific request, and an expression
of gratitude

Example:

1. Warm Greeting:

"Hi [Employee's Name],"

2. Polite Request:

"Could you please finish the report and send it to me by 5 PM? I appreciate your hard
work!"

3. Express Gratitude:

"Thank you for your attention to this—I know you're busy!"

4. Provide Context:

"The report is important for our upcoming meeting, and your insights will enhance the
discussion."

5. Friendly Sign Off:

"Thanks again! Let me know if you need assistance.

Best,

[Your Name]"

Small adjustments in tone and language can greatly improve workplace communication and
foster positive relationships.

● Poor Medium for Ambiguous, Complex, and Novel Situations:

Email is effective for clear, straightforward tasks, like sharing instructions or agendas, but
falls short in ambiguous, complex, or novel situations. These scenarios require more dynamic
communication channels that allow for quicker feedback and richer information exchange.
When issues become complicated, it's better to switch from email to face-to-face
conversations.

Poor Medium for Ambiguous, Complex, and Novel Situations:

• Email is not ideal for situations that require a lot of back-and-forth discussion, distinctive
arguments, or the ability to adjust plans based on real-time feedback.
• Email can be effective for straightforward tasks or communicating factual information that
doesn't require a lot of interpretation or interaction.

Example: A manager may try to explain a new project via email, detailing all its
complexities and expectations. However, the ambiguity of the text may lead to varied
interpretations among team members. In contrast, a meeting would allow for instant
clarification and a back-and-forth dialogue, ensuring everyone is aligned.

● Contributes to Information Overload:

E-mail significantly contributes to information overload, with approximately 20 trillion

e-mails sent annually, up from 1.1 trillion in 1998. The ease of creating and copying
messages to multiple recipients drives this glut. Although e-mail volume may eventually
decline as users become more adept, it continues to rise for now.

Contributes to Information Overload:

• The ease of creating and copying emails can lead to an overwhelming volume of messages
in inboxes. This can make it difficult to prioritize important information and can lead to stress
and decreased productivity.

• While email can contribute to information overload, it's also a valuable tool for efficient
information sharing. The key is to use it strategically and avoid unnecessary email chains.

Example: An employee may receive dozens of emails in a day, including newsletters, project
updates, and meeting invitations. Important emails can easily become buried in the pile. In a
workplace with a clear communication structure (like scheduled meetings), information is
shared in a more digestible format, reducing the likelihood of overload.

Advantages of Email:

• Efficiency: Email is incredibly efficient for transmitting information quickly over distances,
saving time compared to traditional methods like letters or phone calls.

• Accessibility: Email is readily available, allowing communication anytime, anywhere with

internet access.

• Documentation: Emails provide a written record of communication, which is valuable for

reference and accountability.

● Workplace Communication Through Social Media

While email remains a key communication tool in organizations, some leaders argue it can
hinder productivity and well-being. Companies like Zappos leverage platforms like Twitter
and Facebook for workplace communication, and Atos Origin plans to replace email entirely
with social media.
Workplace communication through social media offers several advantages:

1. Enhanced Collaboration: Social media tools facilitate real-time communication and

collaboration among team members, enabling them to share ideas and feedback quickly.

2. Increased Engagement: Employees may feel more engaged and connected through
informal channels, leading to improved morale and a stronger workplace culture.

3. Accessibility: Social media platforms can be accessed from various devices, allowing
employees to communicate regardless of their location, which is especially beneficial for
remote teams.

Workplace communication through social media can have several disadvantages,

including:

1. Miscommunication: The informal nature of social media can lead to misunderstandings,

as tone and context may be easily misinterpreted.

2. Distraction: Social media can be a source of distraction, which may decrease productivity
as employees may find it difficult to separate work-related communication from personal use.

3. Decreased Professionalism: Casual interactions could undermine the professional

atmosphere, affecting relationships and the seriousness of workplace communications.

WHAT IS SOCIAL MEDIA?

Social media encompasses internet-based tools that enable users to create and share
information. This includes blogs, wikis, instant messaging, and platforms like Facebook.
Unlike traditional internet use, social media fosters interactive and dynamic communication.

Example:

1. Facebook: Users can create a profile, share posts, photos, and videos, interact with friends
through comments, and join groups based on interests.

2. Instagram: Focused on photo and video sharing, users can post images, create stories, and
engage through likes and comments.

3. Twitter: Users share short messages (tweets) that others can like, retweet, or reply to,
fostering quick and concise conversations.

Overall, social media has transformed the way people communicate and connect by
leveraging technology to encourage collaboration and content sharing.

Functions of Social Media in the Workplace:

1. Identity Presentation: Showcasing individual profiles.

Example:

Employees create profiles with their name, job title, department, and a brief bio, giving
colleagues a glimpse into their professional identities.

2. Conversation Enablement: Facilitating discussions.

Example:

Teams use group channels to discuss projects, share updates, ask questions, and collaborate
on tasks.

3. Information Sharing: Distributing knowledge and resources.

Example:

The company announces important news, policy updates, and company-wide events through
dedicated channels. Employees share relevant articles, research, or resources related to their
work.

4. Relationship Maintenance: Keeping connections alive.

Example:

Colleagues use the platform to connect with each other, share congratulations for
achievements, or offer support during challenging times.

5. Sensing Presence: Feeling connected in the virtual space.

Example:

Even when working remotely, employees can see who is online, respond to messages, and
participate in conversations, creating a sense of connection and shared workspace.

6. Reputation and Status: Revealing personal or professional standings.

Example:

Active participation in discussions, sharing valuable insights, and contributing to projects can
enhance an employee's professional reputation and visibility within the company.

7. Community Support: Building groups and shared interests.

Example:
Employees with shared interests, like a love for running or a passion for sustainability, can
create groups to connect and build a sense of community within the workplace.

Each platform has its strengths; for example, Facebook excels in relationship-building, while
wikis are great for information sharing and community formation.

In summary, social media offers versatile tools that can transform workplace communication,
promoting collaboration and connectivity.

Goodbye Email, Hello Social Media

Atos Origin is taking a bold step in combating email overload, which executives believe
negatively impacts productivity and employee well-being. CEO Thierry Breton highlights
that reading and writing emails consumes up to half of managers' workweeks, and many
emails are irrelevant to recipients.

To tackle this issue, Atos plans to ban all internal emails for its 50,000 staff within a few
years, promoting alternative communication methods like instant messaging, video
conferences, and an enterprise social media platform. Vice President Marz-Henri Desportes
acknowledges the challenge, especially for Generation Y employees who prefer social media
over emai
Some studies suggest that social media can be valuable in the workplace, but many
companies hesitate to adopt these tools due to a lack of knowledge and resources. Often, they
respond by banning access to social media instead of exploring its potential. A notable
exception is Serena Software, which transformed Facebook into its corporate intranet. They
hold "Facebook Fridays," where teenagers teach older staff how to use the platform,
resulting in most employees having Facebook pages linked to confidential company
documents.

Nonverbal communication encompasses facial gestures, voice tone, physical distance, and
silence. It becomes essential in noisy environments, during physical separation, or when
immediate feedback is needed. In fact, even in quiet face-to-face interactions, much of the
communicated information is nonverbal, acting as a parallel conversation that conveys subtle
cues about interest and relationship status.
 Advantages of Non-Verbal Communication

1. Expressiveness: Conveys emotions and feelings effectively.

2. Universal Understanding: Some gestures are understood across different cultures.

3. Enhances Clarity: Complements verbal communication, making messages clearer.

4. Builds Rapport: Helps in establishing trust and connection.

5. Immediate Feedback: Allows for instant reactions and responses.

Disadvantages of Non-Verbal Communication

1. Misinterpretation: Gestures can be misunderstood or vary by culture.

2. Limited Detail: Doesn’t convey complex ideas as well as words.

3. Ambiguity: Some body language can be vague, leading to confusion.

4. Lack of Structure: No standardized form, which can lead to inconsistency.

5. Inaccessibility: Not effective for those with hearing impairments or in noisy

environments.

Key Differences from Verbal Communication

Nonverbal communication is less structured and more ambiguous than verbal

communication, which is learned through formal training. While verbal expressions are
typically planned, nonverbal cues, like facial expressions, are often automatic and
unconscious. For instance, smiling is a universal indicator of pleasant emotions, whereas
negative feelings manifest through constricted facial cues.

Emotional contagion plays a crucial role in workplace dynamics, influencing team cohesion,
collaboration, and overall morale. This phenomenon occurs when employees unconsciously
adopt the emotions of their colleagues, which can amplify positive or negative sentiments
within a team.

Emotional contagion serves three primary purposes:

Feedback: It means that when someone expresses feelings and you respond with
understanding, it shows you relate to their emotions. It helps create a connection and shows
you care about what they're going through.

Example:

During a team meeting, one team member expresses frustration over a project
setback. As they articulate their feelings, others in the room start to nod, frown, or show
concern in their facial expressions. This nonverbal feedback signals to the frustrated member
that their feelings are valid and recognized, encouraging open dialogue and fostering a
supportive environment.

Emotional Experience: Mimicking others, like copying their expressions or gestures, helps
us feel what they feel. This non-verbal connection makes it easier to understand their
emotions, often more than just listening to words. It's like a silent language that deepens our
empathy and understanding of each other

Example:

A manager shares the excitement of landing a major client, exhibiting enthusiasm through
animated facial expressions and gestures. Team members instinctively smile and share in the
excitement, even if they were not initially aware of the news. This collective experience
deepens their connection to the achievement, reinforcing their commitment to teamwork and
shared goals.

Social bonding: through shared emotional expressions means that when team members and
leaders show and share their feelings openly, it helps create stronger connections among
them. This openness makes everyone feel more connected and part of the same group,
reinforcing a sense of community and teamwork.

Example:

If a colleague is celebrating a personal milestone, such as a promotion or completion of a

major project, their positive emotions can be contagious. As they celebrate with joy and
enthusiasm, others may join in with claps, cheers, or even a small gathering after work. This
collective celebration fosters camaraderie and strengthens relationships within the team,
creating a more cohesive work environment.

3. Enhances Clarity: Complements verbal communication, making messages cle

❖ L03: Choosing the Best Communication Channel

Social acceptance refers to how well the communication medium is approved and supported
by the organization, teams, and individuals.

Factors in Social acceptance

1. Organizational and team norms regarding the use of specific communication

channels.
2. Individual preferences for specific communication channels.
3. Symbolic meaning of a channel, either impersonal or personal.

Along with social acceptance, people need to determine the best level of media richness
for their message.

Media richness refers to the medium's data-carrying capacity-the volume and variety of
information that can be transmitted during a specific time."

A communication channel has high richness when it is able to convey multiple cues (such as
both verbal and nonverbal information), allows timely feedback from receiver to sender,
allows the sender to customize the message to the receiver, and makes use of complex
symbols (such as words and phrases with multiple meanings).

Face-to-face communication is at the top of media richness because it allows us to

communicate both verbally and nonverbally at the same time.

Exceptions to Media Richness Theory

Research generally supports the relevance of media richness for traditional channels
(face-to-face, written memos, etc.). However, the model doesn't fit reality nearly as well
when electronic communication channels are studied.

Three factors seem to override or blur the medium's richness:

1. Ability to multi-communicate.

It is usually difficult (as well as rude) to communicate face-to-face with someone while
simultaneously transmitting messages to someone else using another medium. Most
information technologies, on the other hand, require less social etiquette and attention, so
employees can easily engage in two or more communication events at the same time. In other
words, they can multi- communicate.

- Example: People routinely scan web pages while carrying on telephone

conversations. Some write text messages to a client while simultaneously listening to
a discussion at a large meeting. People don't multitask as efficiently as they believe,
but some are good enough that they likely exchange as much information through two
or more lean media as through one high media richness channel.

2. Communication proficiency.

Earlier in this chapter, we explained that communication effectiveness is partially determined

by the sender's competency with the communication channel.

People with higher proficiency can "push" more information through the channel, thereby
increasing the channel's information flow.

- Example: Experienced iPhone users, for instance, can whip through messages in a
flash, whereas new users struggle to type notes and organize incoming messages. In
contrast, there is less variation in the ability to communicate through casual
conversation and other natural channels because most of us develop good levels of
proficiency throughout life and possibly through hardwired evolutionary
development.

3. Social presence effects.

Channels with high media richness tend to have more social presence; that is, the participants
experience a stronger physical presence of each other. However, high social presence also
sensitizes both parties to their relative status and self-presentation, which can distort or divert
attention away from the message. Face-to-face communication has very high media richness,
yet its high social presence can disrupt the efficient flow of information through that medium.

- Example: During a personal meeting with the company's CEO, for example, you
might concentrate more on how you come across than on what the CEO is saying to
you. In other words, the benefits of channels with high media richness may be offset
 by their social presence distractions, whereas lean media have much less social
presence to distract or distort the transmitted information.

COMMUNICATION CHANNELS AND PERSUASION

Media richness and social acceptance lay the foundation for understanding which
communication channels are more effective for persuasion, that is, changing another person's
beliefs and attitudes. Recent studies support the long-held view that spoken communication,
particularly face-to-face interaction, is more persuasive than e-mails, websites, and other
forms of written communication.

There are three main reasons for this persuasive effect:

● First, spoken communication is typically accompanied by nonverbal

communication. People are often persuaded more when they receive both emotional
and logical messages, and the combination of spoken and nonverbal communication
provides this dual punch. A lengthy pause, raised voice tone, and animated hand
gestures can amplify the emotional tone of the message, thereby signaling the vitality
of the issue.
● Second, spoken communication offers the sender high-quality, immediate
feedback about whether the receiver understands and accepts the message (i.e., is
being persuaded). This feedback allows the sender to adjust the content and
emotional tone of the message more quickly than with written communication.
● Third, people are persuaded more under conditions of high social presence than
low social presence. The sender can more easily monitor the receiver's listening
in face-to-face conversations (high social presence), listeners are more motivated
to pay attention and consider the sender's ideas. When people receive persuasion
attempts through a website, e-mail, or other source of written commu-nication, they
instead experience a higher degree of anonymity and psychological distance from the
persuader. These conditions reduce the motivation to think about and accept the
persuasive message.

Although spoken communication tends to be more persuasive, written communication can

also persuade others to some extent. Written messages have the advantage of presenting more
technical detail than can occur through conversation. This factual information is valuable
when the issue is important to the receiver. Also, people experience a moderate degree of
social presence in written communication when they are exchanging messages with close
associates, so messages from friends and coworkers can be persuasive.

❖ L04: Communication barriers (Noise)

 ● George Bernard Shaw
"The greatest problem with communication is the illusion that it has been accomplished."

One barrier to communication is the need for a better way for the sender and receiver
to process messages. The sender may need to express the message clearly, while the sender
might misinterpret the message due to distractions or their perspectives. This may cause
misunderstandings and create room for confusion, even if both sender and receiver are trying
to communicate effectively.

● Language issues can be huge sources of communication noise because the sender and
receiver might have different codebooks.

Language issues create communication noise when the sender and receiver don't share
the same "codebook." They might speak different languages or interpret words differently.
Even in English, ambiguities can confuse. For instance, "Can you close the door?" could be
asking for permission, about physical ability, or just a polite way of telling you to shut the
door. Misunderstandings arise when meanings aren't clear.

● The ambiguity of language isn't always dysfunctional noise.

Language isn’t always ambiguous, but sometimes corporate leaders purposely use it
to highlight certain topics or to avoid words that might trigger strong emotions or
misunderstandings. According to studies, we often use more ambiguous language when
talking to people with different values or beliefs, almost like we adjust our personality around
people we don’t know well. In these situations, ambiguity becomes a tool to avoid conflict,
preventing potential arguments or misunderstandings.

● Jargon-specialized words and phrases for specific occupations or groups are usually
designed to improve communication efficiency.

Jargon refers to words or phrases used by specific groups, like close friends or
corporate leaders, that only they understand. It's like having special terms that others outside
the group can’t relate to. It can lead to miscommunication with others who don’t know the
terminology. They might feel lost or disconnected because they cannot understand or relate to
the conversation. Jargon can also be useful in softening harsh messages, filtering out negative
information, or avoiding direct and blunt language that might offend people. For example,
corporate leaders might use jargon to make difficult news, like layoffs, sound less painful.
However, this practice is less common when leaders foster a "culture of candor"—an
environment where communication is open and honest. This happens when leaders
themselves are truthful, gather information from diverse sources, and protect or reward those
who speak up honestly. In such an environment, there's less need to filter or sugarcoat
messages.
INFORMATION OVERLOAD

● Information overload is a state of being overwhelmed by the amount of data

presented for one’s attention or processing. The term refers not only to situations
involving too much data for a given decision but also to the constant inundation of
data from many sources that is characteristic of modern life. (Ivy Wigmore, Tech
Target)

For example, when you're using multiple tabs in Google while searching for related
literature (RRL) for research, you open a new tab every time you find an article or website
related to your topic. You keep searching, and the number of open tabs grows as the
information piles up. The same thing happens in real life—this is how information overload
works. As more information keeps coming in, it becomes overwhelming, and often, we
unintentionally forget important details because our brains can’t handle everything at once.
It’s especially tricky when the information we miss turns out to be crucial.

Exhibit 9.4 DYNAMICS OF INFORMATION OVERLOAD

Exhibit 9.4

As shown in Exhibit 9.4, information overload happens when the amount of

information that needs to be processed exceeds what the brain can handle in a given time.
Every employee has a limit on how much information they can absorb and process in a
certain period. Meanwhile, jobs have different information loads, meaning there is a specific
amount of data that needs to be managed per unit of time.

When there’s too much information and the brain can’t keep up, information overload
occurs. This creates communication noise, as important details get missed or misinterpreted
because the brain can’t process everything quickly enough. As a result, decision-making
quality drops, and stress levels increase.
 ➢ Cross-Cultural and Gender Communication

• Increasing globalization and cultural diversity have brought more cross-cultural

communication barriers.

Voice Intonation is one form of cross-cultural communication barrier. How loudly, deeply,
and quickly people speak varies across cultures, and these voice intonations send secondary
messages that have different meanings in different cultures.

Language is an obvious cross-cultural communication challenge.

Words are easily misunderstood in verbal communication, either because the receiver has a
limited vocabulary or the sender's accent distorts the usual sound of some words.

Silence in Communication
- Its use and meaning vary from one culture to another.

Interpersonal harmony in saving face is more important in Japanese culture, and silence is a
way of disagreeing without upsetting that harmony or offending the other person. In addition,
silence symbolizes respect and indicates that the listener is thoughtfully contemplating what
has just been said. Empathy is very important in Japan and this shared understanding is
demonstrated without using words.

In contrast, most people in the United States and many other cultures use silence as a lack of
communication and often interpret long breaks as a sign of disagreement.

Conversational overlaps send different messages in different cultures.

Japanese people usually stop when they are interrupted, and talking while someone is
speaking to you is considered quite rude for them.

While in Brazil and France, talking over other people's speech is more common, and talking
while someone is speaking to you is more likely to be interpreted as a person's interest and
involvement in the conversation.

The difference in communication behavior is due to interpretation.

Nonverbal Difference Across Cultures

Nonverbal communication represents another potential area for misunderstanding across
cultures. Many unconscious or involuntary nonverbal cues (such as smiling) have the same
meaning around the world, but deliberate gestures offend have different interpretations.

- For example, shaking our head sideways here in our country means “NO” or a way to
express disagreement but to the people in India it means “I understand”. Filipinos
raise their eyebrows to give affirmative answers, yet Arabs interpret this expression
(along with clicking one’s tongue) as a negative response. Most Americans are taught
to maintain eye contact with the speaker to show interest and respect, whereas some
North American native, learns at an early age to show respect by looking down when
an older or senior is talking to them.

Gender Difference In Communication

Men and women have similar communication practices, but there are subtle distinctions that
can occasionally lead to misunderstanding and conflict.

Report talk vs Rapport Talk

"Report talk" and "rapport talk" are concepts introduced by sociolinguist Deborah
Tannen that describe different communication styles often associated with gender
differences.

Report talk focuses on exchanging information and facts, typically in public or formal
settings, and emphasizes clarity and directness. It is often characterized by competitive or
assertive communication. In contrast, rapport talk prioritizes building connections and
relationships, involving personal stories and emotional nuances. This style tends to be more
cooperative and inclusive, reflecting nurturing and supportive communication. These
differing styles can lead to misunderstandings in conversations, particularly between genders,
as each may prioritize different aspects of communication.

Men view conversation as negotiations of relative status and power. They asserted power by
directly giving advice to others and using combative language. There is also evidence that
men dominate the talk time in conversations with women, as well as interrupt more and
adjust their speaking style less than women. Women make more use of indirect requests,
apologize more often, and seek advice from others more quickly than do men. Research fairly
consistently indicates that women are more sensitive than men to nonverbal cues in
face-to-face meetings.

Together, these conditions can create communication conflicts. Women who describe
problems get frustrated that men offer advice rather than rapport whereas men become
frustrated because they can't understand why women don't appreciate their advice.

Gender differences are also emerging in the use of social media to communicate. Women
are more inclined than men to engage with social networking sites like Facebook and Twitter,
spending more time online and exploring more web pages. They also dominate in photo
sharing and are signing up for Twitter accounts at a higher rate, using the platform more
actively. Unlike men, women primarily utilize Twitter for conversation rather than for
functional purposes. Overall women spend an average of 24.8 hours per month whereas men
spend 22.9 hours per month online.

❖ LO5: Improving Interpersonal Communication

- Effective interpersonal communication depends on the sender’s ability to get the

message across and the receiver’s performance as an active listener.

Two essential features of effective interpersonal communication.

● Getting your message across

- This chapter began with the statement that effective communication when the
other person receives and understands the message.
- This is more difficult to accomplish than most people believe.

To get your message across to the other person.

- First need to empathize with the receiver, such as being sensitive to words that
may be ambiguous or trigger the wrong emotional response.

Example : "Sarah, I know you put a lot of effort into this project, and I appreciate
your dedication. I want you to know that my goal here is to help us achieve the best
results together, so let's discuss some ways to improve."
 - Second, be sure that you repeat the message , such as by rephrasing the key
points a couple of times.

Example: "I noticed a few areas where the project could have a stronger impact, particularly
in [specific areas]. For instance, aligning the presentation format more closely with our
client’s preferences could improve clarity. We could make sure these points are prioritized in
future projects to ensure they really stand out."

- Third, your message competes with other messages and noise, so find a time
when the receiver is less likely to be distracted by these other matters.

Example: After ensuring a private and calm setting, you begin, “Thanks for taking a few
moments to chat. I wanted to go over the project now that we have a quiet time to discuss it.”

- Lastly, if you are communicating bad news or criticism, focus on the problem,
not the person.

Example: "One key point is that some elements of the project didn’t align fully with the
initial guidelines, which may affect the client’s experience. Let’s go over how we can adjust
that in the future to ensure better alignment."

● Active listening

Greek philosopher Epictetus “Nature gave us one tongue, but two ears, so
we may listen twice as much as we speak”.

- This sage advice suggests that we need to recognize the value of active listening by
actively sensing the sender's signals, evaluating them accurately, and responding
appropriately. These three components of listening-sensing, evaluating, and
responding reflect the listener's side of the communication model described at the
beginning of this chapter. Listeners receive the sender's signals, decode them as
intended and provide appropriate and timely feedback to the sender.

Example: In any situation in a company you need to learn how to listen in any kind of
situation. We all need to acknowledge the things that need to be listened to. Example in a
business we need to listen to our employees. How is the business working? Is it good or bad
in any kind of situation? Not all the time we only have a voice to appeal, that's why we have
two ears for us to be more listeners before we speak too much.

There are three important process and strategies in sensing:

● Postpone evaluation/postponing evaluation of the message. Active listeners

improve their sensing activities by postponing evaluation of the message, which
means they suspend judgment and avoid forming opinions too early in the process.

Example: There is a situation in a business where you need to talk to your employee about
why he/she is acting lazy at work. At first we need to know first why is that happening to
him/her before judging him/her. It is better to have a good talk rather than making judgments
or rumors about your own employee.

● Avoid interruptions. This means putting away gadgets and other distractions, and
focusing on the speaker’s words, tone, and body language. It also means showing
 interest and respect by making eye contact, nodding, and using verbal phrases like
“uh-huh” or “ I see” to acknowledge what they are saying.

Example: You are always using your cell phone even at work. There is a situation that your
employee needs to talk about the business and it is very important. At first you need to avoid
using your phone for the sake of your good conversation. To show respect that you are
interested in what he/she is saying. Your phone may give interruptions in your conversation.
That's why dont use it for a while to show respect to your employee.

● Maintain interest. Active listening requires you to listen attentively to a speaker,

understand what they’re saying, respond and reflect on what’s being said, and retain
the information for later. This keeps both the listener and speaker actively engaged in
the conversation.

Example: Always show you interest in your conversation. Example you have a business
partner listen to your partner and understand what he/she is saying. After he/she speaks you
can reply to the things that are discussed, so that you can show that you are interested in what
your partner is saying.

There are two important processes and strategies in evaluating:

● Empathize. Empathy is the ability to emotionally understand what other people feel,
see things from their point of view, and imagine yourself in their place. Essentially, it
is putting yourself in someone else's position and feeling what they are feeling. It is
also to understand or relate to someone else’s emotional experience.

Example: By empathizing with whom you are listening, you put yourself in the situation of
what he/she is saying for you to understand the things he/she wants to make you understand.

● Organize information. It is the process of understanding the thoughts and feelings of

the speaker. It also involves understanding each individual and then taking that
information into account when making policies, procedures and communication
decisions.
Example: Your employee gives you information about the other partners you have in your
business. You have to take the information into account and for you to have a good
communication decision.

There are two important processes and strategies in responding.

● Show interest. Active listening is giving your full attention to what another person is
saying. Eye contact gestures, facial expression, body language, reveal to the other
person how interested you are in what they are saying or doing. Showing someone
you care about what they are saying means you respect them.

Example: You need to have a meeting with another business man/woman. They want you to
become their business partner. In this situation you need to show your interest in what they
are offering you for them to see you also care about any particular things that need to be
discussed.

● Clarify the message. It means to speak to the needs of your speaker by creating
comfort and confidence by talking about long term goals, participants and other
outcomes and what life looks like for the speaker who works with you, rather than
reciting your years of experience and exhaustive knowledge.

Example: You have to listen and clarify the message of the speaker. If your boss is telling
you that these are the things i want you to do, you have to clarify the things that your boss
wants you to do like “boss, you want me to be good at my job for me to have a good future
like you?” and show your boss that you are willing to do it by seeing you doing it not just
saying it.

Active listeners constantly cycle through sensing, evaluating, and responding during the
conversation and engage in various activities to improve these process

THREE COMPONENTS OF LISTENING

● Sensing - Sensing is the process of receiving signals from the sender and paying
attention to them. Active listeners improve sensing in three ways. First, they postpone
 evaluation by not forming an opinion until the speaker has finished. Second, they
avoid interrupting the speaker's conversation. Third, they remain motivated to listen to
the speaker.
● Evaluating - This component of listening includes understanding the message
meaning, evaluating the message, and remembering the message. To improve their
evaluation of the conversation, active listeners empathize with the speaker. They try to
understand and be sensitive to the speaker's feelings, thoughts, and situation.
Evaluation also improves listening by organizing the speaker's idea during the
communication episode.
● Responding - Responding, the third component of listening, is feedback to the sender,
which motivates and directs the speaker's communication. Active listeners accomplish
this by maintaining sufficient eye contact and sending back channel signals (ex. "I
see"), both of which show interest. They also respond by clarifying the message, such
as by rephrasing the speaker's ideas at appropriate breaks ("So you're saying that..?).

❖ LO6: Improving Communication Throughout the Hierarchy

The focus has shifted from micro-level communication issues between individuals to the
broader need for effective communication across an organization. In today's competitive
landscape, corporate leaders must ensure an open flow of communication at all
levels—upward, downward, and across departments. Three key strategies for enhancing
communication include: designing workspaces that facilitate interaction, utilizing
internet-based communication tools, and promoting direct communication with top
management.

Benefits of this improvement include:

1. Increased Transparency: Clear communication ensures that team members

understand decisions, policies, and changes.
2. Enhanced Collaboration: Fostering communication across levels helps departments
and teams work together more effectively.
 3. Faster Problem Resolution: Open channels reduce bottlenecks, allowing for quick
escalation and resolution of issues.
4. Higher Engagement and Morale: Employees feel valued when their voices are
heard and when leadership shares information openly.

WORKSPACE DESIGN

- refers to how an office or work environment is arranged and organized. It involves

planning the layout, furniture, and overall look of the space to make it comfortable,
efficient, and suitable for the work being done. Good workspace design can improve
productivity, collaboration, and employee well-being.
- Open office designs can enhance communication and collaboration, but it’s essential
to address potential distractions and privacy issues. Thoughtful workspace design
should promote both teamwork and opportunities for spontaneous interactions without
compromising employee focus.

Example:

A marketing firm with 30 employees recently redesigned its outdated office layout, aiming to
foster collaboration, improve focus, and create a welcoming atmosphere. The reception area
was transformed into an open collaboration zone with modular seating and a communal table
for brainstorming sessions, while small soundproof booths were added for quiet work or
phone calls. Vibrant wall colors and local artwork were introduced to inspire creativity, and
desks were replaced with height-adjustable workstations to encourage movement throughout
the day. Following the redesign, employees reported increased collaboration and creativity,
improved focus, and a greater sense of community in the office, leading to higher job
satisfaction and productivity.

Internet-Based Organizational Communication

Internet-based organizational communication refers to how companies share information

and communicate using online tools and platforms. This includes things like emails, company
websites, social media, internal blogs, and wikis.

Instead of relying on printed materials like newsletters or bulletin boards, organizations use
the internet to quickly and easily distribute news, updates, and messages to employees. This
method allows for faster communication, more interactive discussions, and the ability for
employees to share their own ideas and feedback.

Benefits:

● Enhanced Collaboration: Facilitates teamwork and information sharing across

departments and locations.
● Improved Accessibility: Employees can communicate and access information
anytime, anywhere, promoting flexibility and remote work.
● Cost-Effectiveness: Reduces the need for travel and face-to-face meetings, saving
time and resources.

Challenges:

● Information Overload: The sheer volume of messages can lead to employees feeling
overwhelmed and missing important communications.
● Miscommunication: Lack of non-verbal cues in digital communication can lead to
misunderstandings or misinterpretations.
● Dependence on Technology: Technical issues can disrupt communication and
workflows.

Example:

At a global tech startup, the team uses different online tools to help them work together
across time zones. They use Slack for quick messaging, which allows team members to share
updates and ask questions easily. Weekly video calls on Zoom help everyone feel connected
and build teamwork, even though they are far apart. However, some employees feel
overwhelmed by the number of messages and notifications, making it hard to focus on their
work. There are also worries about data security and misunderstandings since it can be tricky
to read emotions through a screen. Still, the benefits of better teamwork and flexibility have
greatly improved the team’s overall productivity and connection.

Direct Communication with Top Management

Direct communication with top management means that employees can communicate openly
and easily with high-level leaders, such as CEOs or executives, without going through
multiple layers of hierarchy. This can happen through various channels, like meetings, emails,
or open forums.

Advantages:

● Enhanced Transparency: Encourages openness, allowing employees to express ideas

and concerns directly to leadership.
● Faster Decision-Making: Reduces the time needed to relay information through
multiple layers, enabling quicker responses and decisions.
● Innovation Encouragement: Employees might feel more encouraged to propose new
ideas and solutions when they have direct access to decision-makers.

Disadvantages:

● Overwhelming Volume: Top management may become inundated with messages,

making it challenging to address all concerns or ideas adequately.
● Pressure on Leaders: Top management may feel pressured to respond to all
communications promptly, which can be unrealistic and stressful.
● Disruption of Hierarchy: It can undermine the established hierarchy, leading to
confusion about reporting lines and responsibilities.

Example:

In a small company, Sarah, a team leader, had a chance to communicate directly with the
CEO during a quarterly meeting. She shared her team’s ideas for improving customer service,
which the CEO found valuable. This direct communication made Sarah feel empowered and
boosted her confidence, showing how the company valued employee input. However, the
CEO became overwhelmed by too many suggestions from various employees, making it hard
to focus on the most important issues. While direct communication helped bring new ideas to
light, it also created confusion and frustration among the staff.

Communicating Through the Grapevine

 - The grapevine is an unstructured and informal network founded on social
relationships rather than organizational charts or job descriptions.

Grapevine Characteristics

● Informal: It operates outside official channels, relying on casual conversations rather

than structured communication methods.
● Rapid Spread: Information can travel quickly through the grapevine, often faster than
formal announcements.
● Unpredictable Accuracy: The accuracy of the information can vary; it may be based
on truth or could be exaggerated or distorted.
● Emotional Influence: Grapevine communication can evoke strong emotions,
influencing morale and workplace culture, either positively or negatively.
● Adaptable: It can change easily, as stories or details may evolve with each retelling.
● Widespread Reach: It can encompass the entire organization, reaching employees at
all levels, regardless of their position or department.

Grapevine Benefits and Limitations

Deciding whether to encourage, tolerate, or stop the grapevine in workplaces is tricky

because it has both good and bad sides.

Good things about the grapevine:

● Fills Information Gaps: Employees use it when they don’t get enough news from
official sources.
● Share Company Culture: It helps spread stories and values that shape the company’s
culture.
● Reduces Anxiety: It can help calm fears during uncertain times by allowing people to
talk and connect.

Bad things about the grapevine:

● The grapevine can spread incorrect information, causing confusion and negativity.
 ● Since it’s informal, there’s no way to track the source of information, which can lead
to issues of credibility.
● Information may be distorted as it passes from person to person, leading to
misunderstandings.

Example:

In a large corporate office, news about a potential merger spread quickly through informal
chats. Employees whispered about possible layoffs and changes in leadership, with some
claiming to have insider information. This grapevine communication initially created
camaraderie as workers shared their concerns, but the information was often inaccurate,
leading to misunderstandings and increased anxiety. Many employees began worrying about
their futures, with some updating their resumes and seeking new jobs without any official
confirmation from management. While the grapevine kept people connected, it also caused
confusion and unnecessary stress, highlighting the challenges of relying on informal
communication in the workplace.