Barriers to Communication and Causes of Communication

Failure
Barriers to communication can occur if the recipient has failed to convey the meaning or / and the
importance of the message.

 Sender breakdown – too much information is being sent, so the recipient

misses key points. Also, language can be difficult to understand, as it can be
too complex.

 Method breakdown – when information is very detailed or complicated, then

written instructions are better than messages which can be misinterpreted.

 Recipient breakdown – the recipient deliberately makes a choice to

misinterpret the message because of their attitude to either the sender to the
message at hand.
Other problems with communication could be:

 Long chain of command.

 Language – complex, and hard to understand.

 Vague purpose – not detailed enough, more explanation required

 Inappropriate medium (method used, e.g. written, electronically etc).

 Red tape – message gets passed on to many different people before finally
reaching the recipient making the process too long and the message changing.
Also, actions can be delayed as a result of a late arrival of the message.

 Status of two parties – can be intimidated by the other person’s status

because of their gender, age etc.

 Location – distance of recipient or where message has to reach.

 Distraction – Communication channels breaking up

BARRIERS TO EFFECTIVE COMMUNICATION

No matter how good the communication system in an organisation is, unfortunately

barriers can and do often occur. This may be caused by a number of factors which
can usually be summarised as being due to physical barriers, system design faults or
additional barriers.
Physical barriers  are often
due to the nature of the
environment.
Thus, for example, the natural
barrier which exists, if staff are
located in different buildings or on
different sites.
Likewise, poor or outdated
equipment, particularly the failure
of management to introduce new
technology, may also cause
problems.
Staff shortages are another factor
which frequently causes
communication difficulties for an
organisation.
Whilst distractions like
background noise, poor lighting or
an environment which is too hot or
cold can all affect people's morale
and concentration, which in turn
interfere with effective
communication.
System design  faults refer to
problems with the structures or
systems in place in an
organisation.
 Examples might include an
organisational structure which is
unclear and therefore makes it
confusing to know who to
communicate with.
Other examples could be
inefficient or inappropriate
information systems, a lack of
supervision or training, and a lack
of clarity in roles and
responsibilities which can lead to
staff being uncertain about what is
expected of them.
Attitudinal barriers  come
about as a result of problems with
staff in an organisation.
These may be brought about, for
example, by such factors as poor
management, lack of consultation
with employees, personality
conflicts which can result in
people delaying or refusing to
communicate, the personal
attitudes of individual employees
which may be due to lack of
motivation or dissatisfaction at
work, brought about by insufficient
training to enable them to carry
out particular tasks, or just
resistance to change due to
entrenched attitudes and ideas.

OTHER COMMON BARRIERS TO EFFECTIVE COMMUNICATION

INCLUDE:

Psychological factors  such as

people's state of mind. We all tend to feel
happier and more receptive to information
when the sun shines.
Equally, if someone has personal problems
like worries about their health or marriage,
then this will probably affect them.
Different languages  and cultures
represent a national barrier which is
particularly important for organisations
involved in overseas business.

Individual linguistic ability  is also

important. The use of difficult or
inappropriate words in communication can
prevent people from understanding the
message.
Poorly explained or misunderstood
messages can also result in confusion. We
can all think of situations where we have
listened to something explained which we
just could not grasp.
Physiological barriers  may result from
individuals' personal discomfort, caused, for
example, by ill health, poor eye sight or
hearing difficulties.

Presentation of information  is also

important to aid understanding.

The principal barriers to effective communication are: noise, poor feedback, selection of
inappropriate media, a wrong mental attitude, insufficient or lack of attention to work
selection, delay in message transmittal, physical separation of the sender and receiver,
and lack of empathy or a good relationship between the sender and receiver.

Let's examine each of these barriers and possible steps to overcome them. As we
conduct this examination, we should remember that any two or more of these barriers
may occur in combination.

The Noise Barrier

Samuel Hoffenstein in his poem, "The Wind in the Trees," illustrates quite beautifully the
distraction that noise may cause. He says:
When the wind is in the tree,
It makes a noise just like the sea,
As if there were not noise enough
To bother one, without that stuff.

Noise is any random or persistent disturbance that obscures, reduces, or confuses the
clarity or quality of the message being transmitted. In other words, it is any interference
that takes place between the sender and the receiver. This is why we generally identify
any communication problem that can't be fully explained as "noise." The biggest single
cause of noise in the communication process may be the assumption that the act of
communicating is a simple process - that it doesn't require much thought or practice and
all effective managers were born with this skill. This is not true. Effective communication
comes with study and practice. The effectiveness of the communication process is
dependent upon the capabilities of the senders and receivers.

To overcome the noise barrier to effective communication, one must discover its source.
This may not be easy. Noise appears in a variety of ways. During a conversation, have
you ever been distracted by the pictures on the wall, the view from the window, a report
lying open on a desk, or a conversation taking place in an adjacent room? Many people
have been so distracted.

In the perusal of a written communication, have you ever been confused by irrelevant
material or the illogical approach taken by the author? Again, many people have.

Once the source, or sources, of the noise has been identified, steps can be taken to
overcome it. The noise barrier can't always be overcome but, fortunately, just the
awareness of its existence by either the sender or the receiver of a message can help to
improve the communication flow.

To Communication Barriers Top

The Feedback Problem

Feedback is reaction, Without it, the sender of the message cannot know whether the
recipient has received the entire message or grasped its intent.

The need for feedback should be clearly understood. Feedback is the return of a portion
of the message to the sender with new information. It regulates both the transmission
and reception. The whole process is straightforward: the sender transmits the message
via the most suitable communication media; the receiver gets the message, decodes it,
and provides feedback.

In oral, face-to-face communication, the process doesn't happen quite this way. All of
these actions occur almost simultaneously. For example, the sender is acting as a
receiver while transmitting the message; the receiver is acting as a sender while
receiving the message. When the message is transmitted and effectively received,
feedback serves as a regulating device. The sender continually adjusts his transmission
in response to the feedback. Feedback also alerts the sender to any disruptive noise that
may impede reception of the message.

There is no feedback in a one-way communication. Such a communication involves

passing ideas, information, directions, and instructions from higher management down
the chain of command without asking for a response or checking to see if any action has
taken place. It is not enough to ensure the message has been received. For
communication to be effective, a two-way process must exist so the sender knows
whether the message has been understood. The two-way communication process
involves sending a message down the chain of command and transmitting a response
containing information, ideas, and feelings back up the chain. This process has been
referred to sometimes as "a process of material influence."

Feedback not only regulates the communication process, but reinforces and stimulates it.
In fact, it actually serves as the hallmark of dialogue, because it forces communication
and makes it dual. Dual expression, when combined with mutual feedback, becomes a
dialogue.

The Problem of Media Selection

In any given situation the medium, or media, for communication must be selected. One
medium may work better than another. However, in many cases a combination of media
may be used for the communication process to function effectively.

Henry H. Albers says that no one communication medium can adequately serve the
diverse functional and personal problems of organization dynamics. He believes that "a
repetition of ideas in different terms is useful in solving some communication problems."
The question then emerges, What combination of media would be most effective? Any
project to develop the one best combination of media would prove rather fruitless. There
are many combinations that can provide satisfactory results.

The personal qualities of the manager should be a consideration in media selection. As

manager, you should recognize your strengths and limitations. You should evaluate your
successes and failures in communication and plan to use the media that best fits your
style and qualities.

Generally, managers make more frequent use of oral, rather than written,
communication. However, the media one selects for communication in a particular
situation should correlate with the feedback requirements. A communication failure or
partial failure could occur if the media you select for transmittal of a message is
inappropriate and necessary feedback is not received. Most simple messages can be
transmitted orally - either in a face-to-face discussion, formal briefing, or meeting of the
staff. More complex messages should be written in a directive, instruction, memorandum,
or report. Very complex messages should be transmitted in both oral and written form.
Repetition and review of an oral communication in written form can be a facilitating
device.

To Communication Barriers Top

The Mental Barrier

One principal barrier to effective communication is mental. It consists of noise in the

mind of the sender or receiver. Here are four examples:

The arrogance of the sender may impair the communication process. If the
sender believes he knows everything there is to know about the subject being
transmitted, he expects acceptance of his ideas or directions. If the receiver disagrees
with the sender and so states, the sender will not be attuned to the feedback or will find
it a challenge to his stated position. Real communication does not take place.

The sender may assume the receiver will respond to his message in a logical
and rational manner. The receiver's priorities, problems, or assumptions may differ
from the sender's. The receiver's logic may even override that of the sender. In any of
these instances, the sender might judge the receiver to be incompetent or even an
obstructionist. Communication will fail.

The sender may assume he is completely logical and rational - that his position
is right and must prevail. This assumption may be false and no communication takes
place.

The sender may have some misconceptions, self-interests, or strong emotions

about a particular idea or approach, of which he is not aware. However, these
traits may be readily evident to the receiver, who may think the sender is hypocritical.
This communication will fail, as may all future communications between this sender and
receiver.

The Problem of Word Selection

We live in a "verbal" environment. Words constitute the most frequently used tool for
communicating. Words usually facilitate communication; however, their careless,
improper use in a given situation can create a communication barrier. Arthur Kudner, an
advertising executive, once told his son: "All big things have little names such as life and
death, peace and war, or dawn, day, night, hope, love, and home. Learn to use little
words in a big way. It is hard to do, but they say what you mean. When you don't know
what you mean - use big words; they often fool little people."

The words we use should be selected carefully. Dr. Rudolph Flesch, a specialist in words
and communication, suggests a way to break through the word barrier:

 Use familiar words in place of the unfamiliar

 Use concrete words in place of the abstract
 Use short words in place of long
 Use single words in place of several

Unfortunately, almost every commonly used word has more than one meaning. Also
words have regional meanings or derive new meanings as a result of the development of
new industries or fields. The meaning conveyed by the sender's words depends upon the
experience and attitude of the receiver. Therefore, one way to penetrate the word barrier
is for the sender to strive to speak or write in terms of the receiver's experience and
attitude. The better able he is to do this, the more successful the communication will be.
Dr. S. E. Hayakawa, a U.S. Senator from California, expressed it very well when he said,
"The meanings of words are not in the words; they are in us."

The Time and Space Barriers

Both time and space (the physical separation between the sender and the receiver) may
serve as barriers to effective communication.

You, as a manager, may often feel pressed by time constraints. You may feel there aren't
enough hours to accomplish all tasks. One executive puts it this way, "If I can’t get the
work done in a 24-hour day, I have to work evenings." Caught in the network of your
own problems, you may even assume that your subordinates know what you want them
to do, and they will proceed to do it. Actually, this may not be the case. Because of your
failure to communicate, you may not receive the end product you were expecting.

This same problem may occur when you geographically separate departments or
functions of an organization. Quick eye-to-eye communication becomes difficult. The
telephone may not provide the answer. The line may be busy when the call is placed, or
the person being called may be out of the office.

Memoranda sometime provide the answer to the space barrier. However, this might turn
out to be a one-way communication of directions or information. If the recipient of a
memorandum doesn’t understand the message, or if he mistakenly thinks he
understands, the communication process fails.

Empathy and Other Relationships

Lack of empathy can create a barrier between the sender and receiver. Empathy, as
defined in the Dictionary, is "understanding so intimate that the feelings, thoughts, and
motives of one are readily comprehended by another." You can transmit a better
message if you can put yourself in the receiver's place and analyze the message from his
viewpoint. The same holds true for the receiver. He must be able to empathize with you.
That is, the sender, as well as the receiver, must try to project himself into the other's
personality if he want's to increase his potential for effective communication.

The ability to empathize with someone else may not be easy. If you are to see things
from another's viewpoint, you have to put aside your own prejudices and preconceptions.
The receiver may be of a different race, creed, educational background, from a different
section of the country, or have a different specialty or rank within the organization.
Under these circumstances, the task of empathizing with the other member of the
communication link is difficult. The task is further complicated if you believe that
understanding another's viewpoint may pose a threat to your own.

To better communicate, we must try to see ourselves through the eyes of others in the
communication link. By developing some empathy with the people to whom we will be
directing messages, we might recognize the need to modify our messages from time to
time before sending them.

Douglas McGregor, one of the leading authorities on management practices, has said: "It
is a fairly safe generalization that difficulties in communication within an organization are
more often than not, mere symptoms of underlying difficulties in relationships between
parties involved. When communication is ineffective, one needs to look first at the nature
of these relationships rather than at ways of improving communication".

The relationship between the people involved in any communication process may form a
greater barrier to the effectiveness of the communication between them than any other
barrier discussed here. If the relationship between the people participating in the
communication is good, the communication has a greater chance for success. This is true
whether the communication takes place in oral or written form.

The quality of the relationship between the sender and receiver determines to a great
extent the ability of the person transmitting the message to penetrate the
communication barrier.

Final Observations

We have examined the principal barriers to effective communication. We have seen all
around us the problems resulting from the inability of people in today's working
environment to penetrate these barriers. What are you going to do about it? Can you let
the barriers to effective communication in your organization continue to block the path to
effective management? If you and the persons with whom you communicate do your part
to reduce these barriers, some of them may be eliminated. As a result, management of
your organization will be enhanced. Why not take such action today?

The following communication barriers in organizations and ways to overcome them will be
the main topic of this article.

1. Information Overload. Too much information is as bad as too little because it reduces the
audiences ability to concentrate effectively on the most important messages. People facing
information overload sometimes try to cope by ignoring some of the messages, by delaying
responses to messages they deem unimportant, by answering only parts of some messages, by
responding inaccurately to certain messages, by taking less time with each message, or by
reacting only superficially to all messages.

To overcome information overload, realize that some information is not necessary, and make
necessary information easily available. Give information meaning rather than just passing it
on, and set priorities for dealing with the information flow. Some information isn't necessary.

2. Message Complexity. When formulating business messages, you communicate both as an

individual and as representative of an organization. Thus you must adjust your own ideas and
style so that they are acceptable to your employer. In fact, you may be asked occasionally to
write or say something that you disagree with personally. Suppose you work as a recruiter for
your firm. You've interviewed a job candidate you believe would make an excellent
employee, but others in the firm have rejected this applicant. Now you have to write a letter
turning down the candidate: You must communicate your firms message, regardless of your
personal feelings, a task some communicators find difficult.

To overcome the barriers of complex messages, keep them clear and easy to understand. Use
strong organization, guide readers by telling them what to expect, use concrete and specific
language, and stick to the point. Be sure to ask for feedback so that you can clarify and
improve your message.

3. Message Competition. Communicators are often faced with messages that compete for
attention. If you're talking on the phone while scanning a report, both messages are apt to get
short shrift. Even your own messages may have to compete with a variety of interruptions:
The phone rings every five minutes, people intrude, meetings are called, and crises arise. In
short, your messages rarely have the benefit on the receivers undivided attention.

To overcome competition barriers, avoid making demands on a receiver who doesn't have the
time to pay careful attention to your message. Make written messages visually appealing and
easy to understand, and try to deliver them when your receiver has time to read them. Oral
messages are most effective when you can speak directly to your receiver (rather than to
intermediaries or answering machines). Also, be sure to set aside enough time for important
messages that you receive. Business messages rarely have the benefit of the audiences full and
undivided attention.

4. Differing Status. Employees of low status may be overly cautious when sending messages
to managers and may talk only about subjects they think the manager is interested in.
Similarly, higher-status people may distort messages by refusing to discuss anything that
would tend to undermine their authority in the organization. Moreover, belonging to a
particular department or being responsible for a particular task can narrow your point of view
so that it differs from the attitudes, values, and expectations of people who belong to other
departments or who are responsible for other tasks.

To overcome status barriers, keep managers and colleagues well informed. Encourage lower-
status employees to keep you informed by being fair-minded and respectful of their opinions.
When you have information that you're afraid you boss might not like, be brave and convey it
anyway. Status barriers can be overcome by a willingness to give and receive bad news.

5. Lack of Trust, Building trust is a difficult problem. Other organization members don't know
whether you'll respond in a supportive or responsible way, so trusting can be risky. Without
trust, however, free and open communication is effectively blocked, threatening the
organization's stability. Just being clear in your communication is not enough.

To overcome trust barriers, be visible and accessible. Don't insulate yourself behind assistants
or secretaries. Share key information with colleagues and employees, communicate honestly,
and include employees in decision making. For communication to be successful,
organizations must create an atmosphere of fairness and trust.

6. Inadequate Communication Structures. Organizational communication is effected by

formal restrictions on who may communicate with whom and who is authorized to make
decisions. Designing too few formal channels blocks effective communication. Strongly
centralized organizations, especially those with a high degree of formalization, reduce
communication capacity, and they decrease the tendency to communicate horizontally thus
limiting the ability to coordinate activities and decisions. Tall organizations tend to provide
too many vertical communication links, so messages become distorted as they move through
the organization's levels.

To overcome structural barriers, offer opportunities for communicating upward, downward,

and horizontally (using such techniques as employee surveys, open-door policies, newsletters,
memo, and task groups). Try to reduce hierarchical levels, increase coordination between
departments, and encourage two-way communication.

7. Incorrect Choice of Medium. If you choose an inappropriate communication medium, your

message can be distorted so that the intended meaning is blocked. You can select the most
appropriate medium by matching your choice with the nature of the message and of the group
or the individual who will receive it. Face-to-face communication is the richest medium
because it is personal, it provides immediate feedback, it transmits information from both
verbal and nonverbal cues, and it conveys the emotion behind the message. Telephones and
other interactive electronic media aren't as rich; although they allow immediate feedback, they
don't provide visual nonverbal cues such as facial expressions, eye contact and body
movements. Written media can be personalized through addressed memos, letters, and
reports, but they lack the immediate feedback and the visual and vocal nonverbal cues that
contribute to the meaning of the message. The leanest media are generally impersonal written
messages such as bulletins, fliers, and standard reports. Not only do they lack the ability to
transmit nonverbal cues and to give feedback, they also eliminate any personal focus.

To overcome media barriers, choose the richest media for no routine, complex message. Use
rich media to extend and to humanize your presence throughout the organization, to
communicate caring and personal interest to employees, and to gain employee commitment to
organizational goals. Use leaner media to communicate simple, routine messages. You can
send information such as statistics, facts, figures and conclusions through a note, memo or
written report

8. Closed communication climate. Communication climate is influenced by management

style, and a directive, authoritarian style blocks the free and open exchange of information
that characterizes good communication.

To overcome climate barriers, spend more time listening than issuing orders.

9. Unethical Communication. An organization cannot create illegal or unethical messages and

still be credible or successful in the long run. Relationships within and outside the
organization depend or trust and fairness.

To overcome ethics barriers, make sure your messages include all the information that ought
to be there. Make sure that information is adequate and relevant to the situation. And make
sure your message is completely truthful, not deceptive in any way.

10. Inefficient Communication. Producing worthless messages wastes time and resources, and
it contributes to the information overload already mentioned.

Reduce the number of messages by thinking twice before sending one. Then speed up the
process, first, by preparing messages correctly the first time around and, second, by
standardizing format and material when appropriate. Be clear about the writing assignments
you accept as well as the ones you assign.

11. Physical distractions. Communication barriers are often physical: bad connections, poor
acoustics, illegible copy. Although noise or this sort seems trivial, it can completely block an
otherwise effective message. Your receiver might also be distracted by an uncomfortable
chair, poor lighting, or some other irritating condition. In some cases, the barrier may be
related to the receiver's health. Hearing or visual impairment or even a headache can interfere
with reception of a message. These annoyances don't generally block communication entirely,
but they may reduce the receiver's concentration.

To overcome physical distractions, try to prepare well written documents which are clear,
concise, and comprehensive. When preparing oral presentations try to find a setting which
permits audience to see and hear the speaker clearly.