What,Productive,Communication, business, insurance What is Productive Communication?

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"...No matter how hard one tries, one cannot not communicate. Activity or inactivity, speech or silence, everything has an importance as a means of communication: It has an influence on other people, and these other people, in turn, cannot not respond to this communication and thereby communicate themselves." Paul WatzlawickCommunication can be considered as an input factor in relation to productivity. That which is produced by the communication should be in accordance with the organisation's purpose, both quantitatively and qualitatively. Also, it should not create by-products that conflict with this purpose. The amount of communication should, in addition, be at an optimum level.We refer here to situations where communication has a purpose that can be derived from the organisation's value-creation and goals. The demands on relevance and accuracy in these situations are different to situations of a more social kind. The demands on communication in a productivity meeting are quite different to those of a lunch-break.'To communicate' really means 'to do together'. We need concepts in order to understand what happens when people communicate. It is a normally accepted view that all communication carries several messages concurrently. And that most messages are ambiguous and must therefore be interpreted by the receiver. For example, not raising issues, or not intervening in an organisation is also a form of communication. A manager, who is not dealing with problems in an open and forthright manner, could be understood as follows: 'You can do just as you like.' 'I'm not taking responsibility here and don't expect you to either.' Or: 'It's OK to carry on doing as we are now.'Man is the only mammal that has developed a complicated language. This language is both a blessing and a curse. By means of language, we have the opportunity of playing strategic games with each other. (We even play games with ourselves. We say to ourselves that we want to do something - and really mean something quite different.) We can pretend, act the part and 'double-communicate' in all situations. Inter-personal reactions and signals are exchanged to a large extent at a subconscious level. We have this in common to a certain extent with many other higher (and some lower) forms of life. This level however contains many categories of communication.Firstly territorial communication. This form of communication covers the sharing of such varied things as property, job responsibilities, expertise, friendship, money, experiences, order of speaking, etc. All these are real and imagined things that people symbolically convert into issues of territoriality, and thereby matters of dispute.Next, we have hierarchy-correcting communication. A good deal of interpersonal signals within organisations serves the purpose of either strengthening or challenging each individual's place in the hierarchy. Man creates hierarchies every time groups of any kind are formed.A third group is phatic communication. This refers to signals exchanged between members of the same species to strengthen the feeling of belonging and to increase security and confidence. For instance, it is the custom in most cultures to go through a greeting ritual, or a so-called social stage, on meeting. This can be an exchange of news about relatives, the weather, beauty of surroundings etc. This is a deep-rooted category of communication found in all cultures.The subconscious level of communication is far from perfect. Many phenomena crop up in communication that can appear strange to the outsider. It can consist of two directors not 'hitting it off', misunderstandings when a message is exchanged between a manager and a subordinate, misunderstanding of the positive intentions proposed by somebody at a meeting, etc. The message being sent is unlike the message being received. We can understand this better in the following manner: The message sender has some notion about what he/she wishes to impart. This notion must be expressed in words. In the 'translation' from notion to words, a selection has to take place. Otherwise, there will be too many words. We can say that part of the notion is deleted. The content is also changed to a certain extent during the transition from notion to words; it is distorted. In order for it to make sense, the sender of the message must also compare the notion with his/her general experience. Again, for the sake of economising with words, the message sent with words is more generalised than the underlying notion. We call this generalisation. To summarise; a change takes place in the actual process of 'translating' a notion into words, through deletion, distortion and generalisation.The recipient, on the other hand, must then make a corresponding 'translation' of the message. He/she must focus on what is most important, and thereby delete parts of the information. In order for the message to pass into the recipient's notional-world, it becomes distorted to a certain extent. Meaning is created by association with own experience, and a generalisation takes place. When we know that messages go through a process of deletion, distortion and generalisation at both the sending and receiving end, we will realise the importance of making sure that messages are fully understood as the sender's true intentions. There are many sources of misunderstanding.We can, furthermore, find sources of misunderstanding between different cultures. Verbal and non-verbal signals have varying significance in different cultures. In some cultures, 'yes' is indicated by a nod of the head whilst in others it is shown by a shake of the head. In some cultures silence is a virtue, in others an embarrassment. Praise and compliments are a matter of course for some, but are regarded as condescension by others. We don't have to cross national borders to find differences in culture. Organisations also have varying cultures. Silence when delegating responsibilities can, in some cases, be a clear indication that things will get done. In others it can be an equally clear indication that disagreement is so fundamental that you can be sure the job will not get done.When dealing with organisations, we try to make communication as problem solving and efficient as possible. We try to make sensible plans and find rational solutions to our problems. However, it is difficult to understand organisations if we only understand communication at this level. Even the most irrational actions, intrigues and power-struggles can be camouflaged as well-founded opinions and actions. With regard to organisations, our aim is mainly to achieve as purely rational communication as possible, where solutions and conclusions are based on sensible, businesslike criteria. In order to achieve this, it is imperative that the subconscious levels of communication function in a positive and conflict-free manner. Perhaps the most important thing of all is the experience of contact; experiencing good contact is the same as feeling understood. That we have something in common, speak the same language; are on the same wavelength.Excerpt of eBook - Organisational Ecology and InterHuman CommunicationBy Per A ChristensenChristensen eBooks Article Tags: Certain Extent