Barriers to effective communication and how to overcome them

Barriers to effective communication

A barrier is anything that stops a message, filters part of it or changes its meaning, so that the receiver understands something other than what the sender meant. Managers face such breakdowns often, and they first have to recognise the barriers before they can remove them. The barriers fall into four groups.

Organisational barriers

These arise from the structure, the authority relationships and the rules of the organisation. Many managerial levels mean many filtering points, so messages are delayed and distorted. A superior's status can create distance from his subordinates. A policy that does not favour a free flow of information, as in a highly centralised firm, discourages people from speaking up, and rigid rules and the use of prescribed channels cause delay. A lack of facilities such as meetings, suggestion boxes and complaint boxes also hampers communication.

Personal barriers

These come from the sender and the receiver as individuals. Subordinates may not speak to superiors when they feel it may hurt their interests, or when there is no reward or appreciation for a good suggestion. A superior who doubts his subordinates' competence does not ask for their views, and one who fears that a message may weaken his authority may hold it back.

Semantic barriers

These concern the meaning of words and arise in putting a message into words and reading it back. Specialists may use technical jargon that others do not follow; a translation from English into Hindi may go wrong; a word may carry several meanings; an assumption may be left unstated; a message may be badly expressed; and body language may not match the words.

Psychological barriers

The state of mind of the sender and the receiver affects the message. Distrust between the parties, not paying attention because the mind is elsewhere, judging a message before it is complete, loss of content as a message passes through several levels, and poor retention all distort communication.

How the barriers can be overcome

1. Ask for feedback. Questions about the message, and encouraging the receiver to respond, confirm that it has been understood.
2. Suit the message to the receiver. It should match the education and understanding of the subordinates.
3. Watch the language, tone and content. Language should be understandable, should not offend, and should invite a response.
4. Consult before communicating. Involving subordinates in planning a communication wins acceptance and cooperation.
5. Be clear first. The manager should study and analyse the problem himself before stating it.
6. Follow up. Regular review of instructions shows whether they are being carried out.
7. Convey what matters to the listener. A message linked to the receiver's own interests and needs draws a response.

Organisational barriers need structural remedies as well: a policy that supports open communication and facilities such as meetings and suggestion boxes encourage a free flow of information. A Lucknow hospital that sends ward instructions in both Hindi and English, holds a short daily huddle and asks each nurse to repeat the key orders deals with semantic, organisational and psychological barriers together.

Conclusion

Barriers exist in every organisation to some degree. A manager who identifies which kind is at work, and adapts the message, the channel and the follow-up to it, can keep communication clear and timely.