„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

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COMMUNICATING COMMUNICATION
J. Ryck Luthi
Effectiveness of management personnel of all grades is very dependent upon the ability to
communicate orally not only the policy of the company but suggestions as to how work should be
done, criticism of poor work, and the application of discipline, and of course the general field of
human relationships. (Lull, Funk, & Piersol, 1955, p. 17)
It seems safe to conclude from research studies that by and large, the better supervisors (better in
terms of getting the work done) are those who are more sensitive to their communication
responsibilities. They tend to be those, for example, who give clear instructions, who listen
empathically, who are accessible for questions or suggestions, and who keep their subordinates
properly informed. (Redding & Sanborn, 1964, p. 60)
Research leads to the conclusion that there is a positive correlation between
effective communication and each of the following factors: employee productivity,
personal satisfaction, rewarding relationships, and effective problem solving. Two major
components of effective communication are sending messages and receiving messages.
Techniques of listening and verbalizing help in both of these dimensions.
FACTORS AFFECTING THE SENDER
Self-Feelings
In the context of each communicating situation, the sender’s feelings about self will
affect how the message is encoded. The following questions are conscious and
subconscious tradewinds that affect the effectiveness of the message: “Do I feel
worthwhile in this situation? Am I safe in offering suggestions? Is this the right time
(place)? Am I the subordinate or the boss in this situation?” In everyday jargon, such
questions might be phrased in these ways: “Am I O.K.? Do I count?” Usually, the more
comfortable or positive the self-concept, the more effective the sender is in
communicating.
Belief in Assertive Rights
Linked to self-concept is the belief that one has some rights, such as the right to change
one’s mind; the right to say “I don’t understand” or “I don’t know”; the right to follow a
Originally published in The 1978 Annual Handbook for Group Facilitators by J. William Pfeiffer and John E. Jones (Eds.), San Diego,
CA: Pfeffer & Company.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 69