Food-Service-Manual-for-Health-Care-Institutions

Use “politically correct” (that is, culturally sensitive) terms when communicating with
coworkers. A manager should use terms that are nonoffensive or neutral to replace words or
phases in common usage that are disparaging, offensive, or insensitive.
When working with diverse cultural groups, a manager should know and learn that cultural
differences will likely exist. When a misunderstanding occurs, and the other categories of barriers
to communication have been eliminated, the manager should be aware that the cause may
be cultural. For example, people from Japan rarely speak first in meetings because they think it
is unwise. Avoid ethnocentrism and stereotyping. Be objective and appreciate the differences in
the members of the work group. Be conscientious of how individuals or groups are designated.
Many politically correct words have replaced many terms that were offensive. However, racial,
sexual, and other slurs that hurt and offend individuals and groups are still commonly used.
Managers should learn the preferred ethnic terms of their workers. Some people of African heritage
may prefer being called “black,” whereas others may want to be called “African American.”
Depending on ancestry, Spanish-speaking persons may be called “Latino,” “Chicano,” “Hispanic,”
or other terms related to their country of origin (such as Puerto Rican). People from the Pacific
Rim may wish to be referred to as “Asian American” or a term reflecting their country of origin
(such as “Korean,” “Japanese,” “Filipino,” and so forth).
Barriers Due to Other Factors
Often behavior called nonverbal communication can communicate just as effectively as emotional
displays. This behavior is conveyed through body language rather than spoken or written
words. Facial expressions, gestures, and posture send “wordless transmissions” about
attitudes, perceptions, and emotions. Smiling, shrugging, or sitting slumped in a chair are common
expressions in the nonverbal vocabulary. Sometimes nonverbal communication can serve
to support verbal communication, such as when a manager’s words of encouragement to an
employee are accompanied by smiles and nods.
When either the sender or the receiver does not have adequate knowledge to understand
the other, the process is not effective. Other barriers include
• Lack of interest. Either the receiver or the sender does not have an interest in the message
being conveyed.
• Use of jargon. Physicians or administrators may use technical language, terms, and
phrases that are unique to food service or health care operations that can be mystifying to food
service employees not familiar with terms.
• Source of the message. Evaluating the source of the message can cause the receiver to
“filter” or manipulate the information as to its importance.
• Personality conflict. When there is a conflict between the sender and the receiver, problems
can arise. If the receiver does not like the sender, the message is less likely to be received.
• Selective communications. Receiving communications on the basis of what one selectively
hears and sees, depending on his or her needs, motivation, experiences, background, and
other personal characteristics.
• Information overload. This occurs when the amount of information is so great and
detailed that it exceeds a person’s processing capacity.
• Appearance. The way a person dresses and speaks as well as body size may distract from
the effectiveness of a communication.
• Regional language. Despite the pervasiveness of the popular media, regional phrases are
still common throughout the United States. For example, in some regions, “hurry up and fix
it” may mean repair it quickly. Each region has its own particular variations that should be
carefully avoided when messages are widely distributed out of the region.
Nonverbal behavior also can contribute to another behavioral barrier known as the mixed
message, which results when a verbal message and a nonverbal message do not coincide. For
Communication
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