barriers to communication and how to overcome them

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7.2 Business Communication

Learning Objective

Identify the main barriers that can impede effective communication in a business setting, evaluate systematic strategies to overcome them, and understand the purposes, methods, channels and the managerial role in facilitating communication.

1. Purposes of Communication

Communication is the lifeblood of any organisation. It enables managers to achieve six core purposes (as worded in the Cambridge 9609 syllabus):

  • Coordination: aligning activities, sharing instructions and synchronising tasks.
  • Motivation & Leadership: inspiring staff, conveying vision and providing feedback.
  • Control: monitoring performance, issuing standards and correcting deviations.
  • Relationship‑building: developing trust with employees, customers, suppliers and other stakeholders.
  • Information sharing: distributing facts, data and updates to ensure everyone is informed.
  • Decision‑making: providing the necessary information and analysis for individuals and groups to make informed choices.

2. Methods of Communication

Method Description Strengths Weaknesses
Spoken (face‑to‑face, telephone) Immediate exchange of information using voice. Fast; tone and body language aid understanding; good for clarification. Limited permanent record; can be distorted by noise or accents.
Written (letters, memos, reports) Information recorded on paper or digital documents. Creates a permanent record; precise wording; can be referred to later. Slower feedback; absence of non‑verbal cues may cause mis‑interpretation.
Electronic (email, intranet, instant messaging, social‑media platforms) Digital transmission of messages across distances. Speed; easy distribution; searchable archives; can reach large audiences instantly. Information overload; risk of being perceived as impersonal; security concerns.
Visual (charts, diagrams, videos, infographics) Information presented through images or motion. Enhances understanding of complex data; memorable; supports different learning styles. Requires design skill; may need supporting text to avoid ambiguity.
Non‑verbal (body language, facial expressions, gestures, posture) Communication without words, often accompanying spoken messages. Conveys attitudes and emotions; reinforces or contradicts spoken content. Can be misread across cultures; difficult to record formally.

3. Channels of Communication

  • Vertical channels: top‑down (manager → staff) and bottom‑up (staff → manager). Essential for directives and feedback.
  • Horizontal channels: peer‑to‑peer across the same organisational level; facilitate coordination between departments.
  • One‑way channels: newsletters, notices, broadcast messages – useful when a response is not required.
  • Two‑way channels: meetings, discussions, interactive emails – enable dialogue, clarification and problem‑solving.
  • Formal vs. informal: formal channels follow the official hierarchy; informal channels (e.g., water‑cooler chat) can speed up problem solving but may also spread rumours.
  • Internal vs. external: internal channels reach employees, managers and shareholders (e.g., intranet, staff briefings); external channels address customers, suppliers, media and the public (e.g., press releases, customer‑service hotlines, social‑media posts).

4. Barriers to Communication

Barriers are anything that interferes with the accurate transmission or reception of a message. The table below lists the five main barrier types, typical examples and a concise set of actions that can be taken to overcome each one.

Barrier Type Definition & Typical Examples Overcoming Actions (Step‑by‑Step)
Physical Obstacles in the environment that hinder transmission – e.g., loud machinery, poor lighting, faulty telephone or video‑conferencing equipment, long distances between departments.
  1. Audit the workplace for noise, lighting and equipment issues.
  2. Introduce noise‑cancelling headsets, high‑quality webcams and reliable phone systems.
  3. Redesign workspaces with acoustic panels, adequate lighting and clear sight‑lines.
  4. Provide written summaries or minutes to reinforce spoken messages.
Psychological Individual mental states that distort interpretation – e.g., stress, low motivation, personal biases, fear of criticism.
  1. Promote a culture of psychological safety (open‑door policy, no‑blame approach).
  2. Offer training in emotional intelligence and stress‑management techniques.
  3. Encourage regular two‑way feedback and active‑listening sessions.
  4. Monitor employee wellbeing through surveys and act on concerns promptly.
Semantic Misunderstandings caused by language or symbols – e.g., industry jargon, acronyms, ambiguous terminology, language differences.
  1. Adopt plain‑language standards for all internal communication.
  2. Develop and maintain a glossary or style guide for technical terms and acronyms.
  3. Ask recipients to paraphrase the message or pose questions to confirm understanding.
  4. Provide translations or multilingual resources where language barriers exist.
Organisational Structural features that impede flow – e.g., rigid hierarchy, siloed departments, excessive paperwork, unclear reporting lines.
  1. Map current communication pathways and identify bottlenecks.
  2. Flatten hierarchies where feasible and create cross‑functional teams.
  3. Standardise communication protocols (SOPs, templates, email etiquette).
  4. Use regular briefings, newsletters and intranet updates to disseminate information quickly.
Cultural Differences in values, norms, time orientation and communication styles – e.g., direct vs. indirect speech, high‑ vs. low‑context cultures.
  1. Deliver cultural‑awareness training for all staff.
  2. Adapt messages to the cultural context of the audience (e.g., adjust formality, avoid idioms).
  3. Provide multilingual resources and encourage inclusive practices.
  4. Encourage intercultural teamwork and mentorship programmes.

5. Managerial Role in Facilitating Communication

  • Set clear communication policies, standards and SOPs.
  • Model open‑door behaviour and demonstrate active listening.
  • Allocate resources for appropriate technology, training and workspace design.
  • Monitor communication effectiveness through KPIs (e.g., error rates, satisfaction surveys, message‑accuracy scores).
  • Encourage feedback loops and continuous improvement.

Manager‑as‑Communicator Checklist

  1. Plan: Identify the purpose, audience and most suitable method/channel.
  2. Deliver: Use clear language, appropriate tone and, where relevant, visual aids.
  3. Listen: Actively seek questions, paraphrasing and non‑verbal cues.
  4. Confirm: Summarise key points and agree on next steps.
  5. Record: Keep a written or digital record for reference and accountability.
  6. Review: Evaluate the outcome against objectives and adjust future communication.

6. Step‑by‑Step Process for Overcoming a Specific Barrier

  1. Identify the barrier: Gather evidence via surveys, observation, incident reports or staff feedback.
  2. Analyse the cause: Apply the “5 Whys” technique to trace the root cause.
  3. Develop an action plan: Choose relevant actions from the barrier‑specific tables and set measurable targets.
  4. Implement the plan: Assign responsibilities, set timelines, and allocate necessary resources.
  5. Monitor and review: Use KPIs such as message‑accuracy rate, error reduction, or employee‑satisfaction scores to assess progress and adjust actions.

7. Illustrative Example

Company X suffered a 12 % error rate in order processing because the sales team used the term “release” while the production team understood it as “finalise”. By creating a shared glossary, holding joint briefings and introducing a standard order‑processing checklist, the error rate dropped to 3 % within three months.

8. Monitoring Effectiveness – Formula

The improvement in communication accuracy can be expressed as:

$$\text{Improvement (\%)} = \frac{\text{Initial Error Rate} - \text{New Error Rate}}{\text{Initial Error Rate}} \times 100$$

9. Suggested Diagram

Flowchart illustrating the “Identify → Analyse → Plan → Implement → Review” cycle for overcoming communication barriers.

10. Quick Revision Checklist

  • Can you name the five main types of communication barriers?
  • What are two practical ways to reduce physical barriers?
  • How does psychological safety help overcome psychological barriers?
  • Give an example of a semantic barrier and a corresponding solution.
  • Explain how the improvement formula can be applied in a real business scenario.
  • List three managerial actions that facilitate effective communication.
  • What internal and external channels would you use to announce a new product launch?
  • Identify the six purposes of communication as defined in the syllabus.

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