Communication

Communication is the process of sharing information. In a simplistic form information is sent from a sender or encoder to a receiver or decoder. In a more complex form feedback links a sender to a receiver. This requires a symbolic activity, sometimes via a language. Communication as a named and unified discipline has a history of contestation that goes back to the Socratic dialogues, in many ways making it the first and most contestatory of all early sciences and philosophies. Seeking to define communication as a static word or unified discipline may not be as important as understanding communication as a family of resemblances with a plurality of definitions as !udwig "ittgenstein had put forth. Some definitions are broad, recogni#ing that animals can communicate with each other as well as human beings, and some are narrower, only

including human beings within the parameters of human symbolic interaction. %onetheless, communication is usually described along three ma&or dimensions' content, form, and destination.

"ith the presence of communication noise these three components of communication often become skewed and inaccurate. (etween parties, communication content includes acts that declare knowledge and experiences, give advice and commands, and ask questions. These acts may take many forms, including gestures )nonverbal communication, sign language and body language*, writing, or verbal speaking. The form depends on the symbol systems used. Together, communication content and form make messages that are sent towards a destination. The target can be oneself, another person )in interpersonal

communication*, or another entity )such as a corporation or group*.

There are many theories of communication, and a commonly held assumption is that communication must be directed towards another person or entity. This essentially ignores intrapersonal communication )note intra-, not inter-* via diaries or self,talk. Interpersonal conversation can occur in dyads and groups of various si#es, and the si#e of the group impacts the nature of the talk. Small,group communication takes place in settings of between three and $+ individuals, and differs from large group interaction in companies or communities. This form of communication formed by a dyad and larger is sometimes referred to as the psychological model of communication where a message is sent by a sender through channel to a receiver. -t the largest level, mass communication describes messages sent to huge numbers of individuals through mass media, although there is debate if this is an interpersonal conversation.

Communication media

The following model of communication has been critici#ed and revised. The beginning of human communication through artificial channels, i.e. not vocali#ation or gestures, goes back to ancient cave paintings, drawn maps, and writing. /ur indebtedness to the -ncient 0omans in the field of communication does not end with the !atin root communicare . They devised what might be described as the first real mail or postal system in order to centrali#e control of the empire from 0ome. This allowed for personal letters and for 0ome to gather knowledge about events in its many widespread provinces. In the last century, a revolution in telecommunications has greatly altered communication by providing new media for long distance communication. The first transatlantic two,way radio broadcast occurred on 1uly +2, $3+4 and led to common communication via analogue and digital media' -nalog telecommunications include traditional Telephony, radio, and T5 broadcasts.

7igital telecommunications allow for computer,mediated communication, telegraphy, and computer networks. Communications media impact more than the reach of messages. They impact content and customs8 for example, Thomas 9dison had to discover that hello was the least ambiguous greeting by voice over a distance8 previous greetings such as hail tended to be garbled in the transmission. Similarly, the terseness of e,mail and chat rooms produced the need for the emoticon. :odern communication media now allow for intense long,distance exchanges between larger numbers of people )many-to-many communication via e,mail, Internet forums*. /n the other hand, many traditional broadcast media and mass media favor one-to-many communication )television, cinema, radio, newspaper, maga#ines*. The adoption of a dominant communication medium is important enough that historians have folded civili#ation into medium most widely used. - book titled ;ive 9pochs of Civili#ation by "illiam :c<aughey )Thistlerose, +444* divides history into the following stages' ages according to the

 Ideographic writing produced the first civili#ation8 alphabetic writing, the second8 printing, the third8 electronic recording and broadcasting, the fourth8 and computer communication, the fifth. "hile it could be argued that these 9pochs are &ust a historian=s

construction, digital and computer communication shows concrete evidence of changing the way humans organi#e. The latest trend in communication, termed smart mobbing, involves ad, hoc organi#ation through mobile devices, allowing for effective many,to, many communication and social networking.

Communication barriers

The following factors can impede human communication' Not understanding the language 5erbal and non,verbal messages are in a different language. This includes not understanding the jargon or idioms used by another sub,culture or group.

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Not understanding the context %ot knowing the history of the occasion, relationship, or culture. Obfuscation Intentionally delivering an obscure or confusing message. Distraction Inadequate attention to processing a message. This is not limited to live conversations or broadcasts. -ny person may improperly process any message if they do not focus adequately. This is why an interactive form of communication, one with lots of questions and answers for clarity, would be best so it is easier to stay involved in the message and to have less miscommunication.8 Improper feedback and clarification' In asynchronous communication, neglecting to give immediate feedback may lead to larger misunderstandings. ?uestions and acknowledgment such as ) what@ * or ) I see * are typical feedback mechanisms. Lack of time There is not enough time to communicate with everyone.

hysics Bhysical barriers to the transmission of messages, such as background noise, facing the wrong way, talking too softly, and physical distance. !edical issues Cearing loss and various brain conditions can hamper communication. "eliefs "orld,views may discourage one person from listening to another. #motions ;ear and anxiety associated with communication is known by some Bsychologists as communication apprehension. (esides apprehension, communication can be impaired via processes such as bypassing, indiscrimination, and polari#ation. In communications and linguistics, bypassing refers to the

misunderstanding which develops when the recipient of a message infers a different meaning from the message than that intended by the source. :ost commonly, this involves confusion that may result from the different meanings of words8 particularly, slang and euphemismsDsuch confusion is sometimes one of the goals of doublespeak.

In communications and psychology, polari$ation is the process whereby a social or political group is divided into two opposing sub,groups with fewer and fewer members of the group remaining neutral or holding an intermediate position. "hen polari#ation occurs, there is a tendency for the opposing sides of an argument to make increasingly disagreeable statements, via the pendulum effect . Thus, it is commonly observed in polari#ed groups, that &udgments made after group discussion will be more extreme on a given sub&ect than the average of individual &udgments made prior to discussion. -lso called =group polari#ation=8 used to be called the =risky shift phenomenon=, with particular reference to &ury decision,making.

Other examples of communication

%ilence -lmost all communication involves periods of silence or an equivalent )e.g. spaces in written communication*. Cowever, computer or electronic communication is less reliant on such delimiters. In certain contexts, silence can convey its own meaning, e.g. reverence, indifference, emotional coldness, rudeness, thoughtfulness, humility, aggressiveness, etc.

&rtificial 1ungle drums Smoke signals :orse code Semaphore )use of devices to increase the distance hand signals can be seen from by increasing the si#e of the movable ob&ect* 5oyager <olden 0ecord )sent on 5oyager $ into interstellar space* Bhotography -rt )including Theatre*

"iological "ritten and spoken language Cand signals (ody language Territorial marking )animals such as dogs , stay away from my territory*)and when you place a back pack in a desk in a class room or a purse on, the place you want to sit in at church or putting a name plate on the door of your office* Bheromones communicate )amongst other things* )e.g. I=m ready to mate * , a well known example is moth traps, which contain pheromones to attract moths. Touch

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Language - language is a system of arbitrary signals, such as voice sounds, gestures or written symbols which communicate thoughts or feelings. Cuman spoken and written languages can be described as a system of symbols )sometimes known as lexemes* and the grammars )rules* by which the symbols are manipulated. The word language is also used to refer to common properties of languages. !anguage learning is normal in human childhood. :ost human languages use patterns of sound or gesture for symbols which enable communication with others around them. There are thousands of human languages, and these seem to share certain properties, even though many shared properties have exceptions. There is no defined line between a language and a dialect, but :ax "einreich is credited as saying that a language is a dialect with an army and a navy. Cumans and computer programs have also constructed other languages, including constructed languages such as Esperanto, Ido, Interlingua, Klingon, programming languages, and various mathematical formalisms. These languages are not necessarily restricted to the properties shared by human languages.

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!ass media :ass media is a term used to denote, as a class, that section of the media specifically conceived and designed to reach a very large audience )typically at least as large as the whole population of a nation state*. It was coined in the $3+4s with the advent of nationwide radio networks and of mass,circulation newspapers and maga#ines. The mass,media audience has been viewed by some commentators as forming a mass society with special characteristics, notably atomi#ation or lack of social connections, which render it especially susceptible to the influence of modern mass,media techniques such as advertising and propaganda.

'elecommunication Telecommunication is the transmission of signals over a distance for the purpose of communication. Today this process almost always involves the sending of electromagnetic waves by electronic transmitters but in earlier years it may have involved the use of smoke signals, drums or semaphores.

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Today, telecommunication is widespread and devices that assist the process such as the television, radio and telephone are common in many parts of the world. There is also a vast array of networks that connect these devices, including computer networks, public telephone networks, radio networks and television networks. Computer communication across the Internet, such as e,mail and instant messaging, is &ust one of many examples of telecommunication.

&nimal communication -nimal communication is any behaviour on the part of one animal that has an effect on the current or future behaviour of another animal. The animal communication, called $oosemiotics )distinguishable from anthroposemiotics, the study of human communication* has played an important part in the development of ethology, sociobiology, and the study of animal cognition. This is quite evident as humans are able to communicate with animals especially dolphins and other animals used in circuses however these animals have to learn a special means of communication.

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-nimal communication, and indeed the understanding of the animal world in general, is a rapidly growing field, and even in the +$st century so far, many prior understandings related to diverse fields such as personal symbolic name use, animal emotions, animal culture and learning, and even sexual conduct, long thought to be well understood, have been revolutioni#ed.

Organi$ational communication

Organi$ational communication is the study of the following' $. how people communicate within an organi#ational context, or +. the influence of, or interaction with organi#ational structures in communicatingForgani#ing.

(istory and development of the discipline

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The discipline of organi#ational communication has roots in the discipline of rhetoric and dates from the time of the orators of -ncient <reece and 0ome, such as -ristotle, Cicero and ?uintillian. The modern field has a more recent lineage through business information, business communication, and early mass communication studies published in the $3.4s through the $324s. Gntil then, organi#ational communication as a discipline consisted of a few professors within speech departments who had a particular interest in speaking and writing in business settings. Through the "orld "ar II and post,war years, particularly $36+ through about $363, studies of effective communication practices in group and organi#ational settings became particularly salient. <reat numbers of servicemen )and some service women* underwent communication training, first in the military, and then in colleges and universities. - concern with effectiveness in transmitting messages soon broadened into concern with environmental factors, characteristics of the people involved in the communicative activity, and differences in utility of different transmission media. Several seminal publications stand out as works broadening the scope and recogni#ing the importance of communication in the organi#ing process, and in using the term organi#ational communication .

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%obel !aureate Herbert Simon wrote in $362 about to organi#ations.

organi#ation

communications systems , saying communication is absolutely essential

In $32$ Bavelas and Barrett wrote An Experimental Approach to Organizational ommunication in which they stated that communication is the essence of organi#ed activity . In $32. the economist Kenneth Boulding wrote !he Organizational "evolution# A $tudy in the Ethics o% Economic Organization. "hile this work directly addressed the economic issues facing organi#ations, in it he questions the ethical and moral issues underlying their power, and maintains that an organi#ation consists of a system of communication. In $326, a young Chris Argyris published &ersonality and Organization. This careful and research,based book attacked many things, but singled out organi#ational communication for special attention.

&ssumptions underlying early organi$ational communication

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Some of the main assumptions underlying much of the early organi#ational communication research were'

Cumans act rationally. Sane people behave in rational ways, they generally have access to all of the information needed to make rational decisions they could articulate, and therefore will make rational decisions, unless there is some breakdown in the communication process. ;ormal logic and empirically verifiable data ought to be the foundation upon which any theory should rest. -ll we really need to understand communication in organi#ations is )a* observable and replicable behaviors that can be transformed into variables by some form of measurement, and )b* formally replicable syllogisms that can extend theory from observed data to other groups and settings Communication is primarily a mechanical process, in which a message is constructed and encoded by a sender, transmitted through some channel, then received and decoded by a receiver. 7istortion, represented as any differences between the original and the received messages, can and ought to be identified and reduced or eliminated. /rgani#ations are mechanical things, in which the parts )including employees functioning in defined roles* are interchangeable. "hat works in one organi#ation will work in another similar organi#ation.

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Individual differences can be minimi#ed or even eliminated with careful management techniques. /rgani#ations function as a container within which communication takes place. -ny differences in form or function of communication between that occurring in an organi#ation and in another setting can be identified and studied as factors affecting the communicative activity. Herbert Simon introduced the concept of bounded rationality which challenged assumptions about the perfect rationality of communication participants. Ce maintained that people making decisions in organi#ations seldom had complete information, and that even if more information was available, they tended to pick the first acceptable option, rather than exploring further to pick the optimal solution. Through the $3>4s, $3A4s and $3E4s the field expanded greatly in parallel with several other academic disciplines, looking at communication as more than an intentional act designed to transfer an idea. 0esearch expanded beyond the issue of how to make people understand what I am saying to tackle questions such as how does the act of communicating change, or even define, who I am@ , why do

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organi#ations that seem to be saying similar things achieve very different results@ and to what extent are my relationships with others affected by our various organi#ational contexts@

Components of Organi$ational communication

/rgani#ational communication can include' )low of Communication, e.g.,

formal, informal internal, external upward, downward, hori#ontal networks

Induction, e.g.,

new hire orientation policies H procedures employee benefits

Channels, e.g.,

electronic media such as e,mail, intranet, internet teleconference

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print media such as memos, bulletin boards, newsletters etc. face,to,face

!eetings, e.g.,

briefings staff meetings pro&ect meetings town hall meetings

Interviews, e.g.,

Selection Berformance Career

:ore recently, the field of organi#ational communication has moved from acceptance of mechanistic models )e.g., information moving from a sender to a receiver* to a study of the persistent, hegemonic and taken,for,granted ways in which we not only use communication to accomplish certain tasks within organi#ational settings )e.g., public speaking* but also how the organi#ations in which we participate affect us. These approaches include postmodern , critical , participatory ,

feminist , powerFpolitical , organic , etc. and draw from disciplines as wide,ranging as sociology, philosophy, theology, psychology )see, in particular, industrialForgani#ational psychology *, business, business institutional management, medicine )health administration,

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communication*, neurology )neural nets*, semiotics, anthropology, international relations, and music. Thus the field has expanded or moved to study phenomena such as' Constitution, e.g.,

how communicative behaviors construct or modify organi#ing processes or products how the organi#ations within which we interact affect our communicative behaviors structures other than organi#ations which might be constituted through our communicative activity )e.g., markets, cooperatives, tribes, political parties, social movements*

Narrative, e.g.,

how

do

group

members

employ

narrative

to

acculturateFinitiateFindoctrinate new members@

do organi#ational stories act on different levels@ -re different narratives purposively invoked to achieve specific outcomes, or are there specific roles of organi#ational storyteller @ If so, are stories told by the storyteller received differently than those told by others in the organi#ation@

Identity, e.g.,

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who do we see ourselves to be, in terms of our organi#ational affiliations@ how do communicative behaviors or occurrences in one or more of the organi#ations in which we participate effect changes in us@ do people who define themselves by their work,organi#ational membership communicate differently within the organi#ational setting than people who define themselves more by an avocational group@

Interrelatedness of organi#ational experiences, e.g.,

how do our communicative interactions in one organi#ational setting affect our communicative actions in other organi#ational settings@ how do the phenomenological experiences of participants in a particular organi#ational setting effect changes in other areas of their lives@ when the organi#ational status of a member is significantly changed )e.g., by promotion or expulsion* how are other organi#ational memberships affected@

ower e.g.,

how does the use of particular communicative practices within an organi#ational setting reinforce or alter the various interrelated power relationships within the setting@

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do taken,for,granted organi#ational practices work to fortify the dominant hegemonic narrative@ 7o individuals resistFconfront these practices, through what actionsFagencies, and to what effects@ do status changes in an organi#ation )e.g., promotions, demotions, restructuring, financialFsocial strata changes* change communicative behavior@ -re there criteria employed by organi#ational members to differentiate between legitimate )i.e., endorsed by the formal )i.e., opposed by or organi#ational structure* and illegitimate

unknown to the formal power structure*@ -re there pretenders or usurpers who employ these communicative behaviors@ "hen are they successful@

'(# #*'#+N&L CO!!,NIC&'ION N#'-O+. 1ust as information flows up, down, and across the organi#ation, it flows in and out as well. Companies constantly exchange messages with customers, vendors, distributors, competitors, investors, &ournalists, and government and community representatives. :uch of this communication occurs informally, and some is carefully orchestrated.

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I%;/0:-! C/%T-CTS "ITC /GTSI790S -s a member of an organi#ation, you are automatically an informal conduit for communicating with the outside world. In the course of your daily activities, you unconsciously absorb bits and pieces of information that add to the collective knowledge pool of your company. 7uring a trip to the shopping mall, you notice how a competitorIs products are selling8 as you read the paper, you pick up economic and business news that relates to your work8 when you have a problem at the office, you ask your family or friends for advice. "hatIs more, every time you speak for or about your company, you send a message. In fact, if you have a public,contact &ob, you donIt even have to say anything. -ll you have to do is smile. :any outsiders may form their impressions of your organi#ation based on the subtle, unconscious clues you transmit through your tone of voice, facial expression, and general appearance. Top managers rely heavily on informal contacts with outsiders to exchange information that might be useful to their companies.

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-lthough much of the networking involves interaction with fellow executives, plenty of high,level managers recogni#e the value of keeping in touch with Jthe real worldK. ;/0:-! C/%T-CTS "ITC /GTSI790S 9ven though much of the communication that occurs with outsiders is casual and relatively unplanned, most organi#ations attempt to control the information they convey to customers, investors, and the general public. Two functional units are particularly important in managing the flow of external messages' the marketing department and the public relations department. 'he role of marketing and public relations -s a consumer, you are often on the receiving end of marketing messages' face,to,face or telephone, conversations with salespeople, direct,mail solicitations, T5 and radio commercials, newspapers and maga#ine ads, product brochures, and mail,order catalogues. -lthough these messages are highly visible, they represent &ust the tip of the iceberg when it comes to marketing communication. In addition to advertising and selling products, the typical marketing department is also responsible for product development, physical

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distribution, market research, and customer service, all of which involve both the transmission and reception of information. Bublic relations is closely related to marketing and is often confused with it, but the focus of the two functions differs. :arketing has three basic responsibilities' to find out who the customers are and what they want, to develop products that satisfy those needs, and to get the products into the customerIs hands. The public relations department )also called corporate communication department* manages the organi#ationIs reputation with the various groups, including employees, customers, investors, government agencies, and the general public. Brofessional B0 people may have a &ournalism, as opposed to a marketing, background. They view their role as disseminating news about the business to the organi#ationIs various audiences. "hereas marketing messages are usually openly sponsored and paid for by the company, public relations messages are carried by the media if they are considered newsworthy. The communication tools used by B0 departments include news releases, lobbying programs, special events, booklets and brochures about the

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organi#ations, letters, annual reports, audiovisual materials, speeches and position papers, tours, and internal publications for employees. Crisis communication /ne of the most visible functions of the B0 department is to help management plan for and respond to crises. - good B0 professional constantly scans the business environment looking for potential problems and then alerts management to the implications and suggests the best course of action. 7isasters of earthquakes proportions fall into the category of public relations nightmares created by sudden, violent accidents. Blane crashes, oil spills, chemical leaks, and product defects all belong to this group. The other type of crisis is the sort that builds slowly and occurs because of a companyIs conscious, but ill,founded, decisions. -n inept response to either type of crisis can destroy a companyIs reputation, drain its financial strength, erode morale, and invite protracted investigations, heavy fines, and negative publicity. &dvertising

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-ds seem to be everywhere' filling maga#ines, on billboards lining the road, and showing up at regular intervals on television. Their ob&ect' to market and sell goods and services. -ccording to -d -ge, a trade maga#ine, companies spent close to LE4 billion dollars on advertising in $33E. Careers in advertising can be lucrative. Mou might go into the business side of account or account planning8 the creative side, where you=ll create ads )many people interested in visual arts, designDparticularly graphic designDand editorial and writing careers &oin ad agencies as creatives* or media planning or production. Some people interested in advertising may find they prefer public relations, where you=ll have a similar goal, though your means will be quite different. An advertising agency is a mar'eting consultant( It helps a client)a manu%acturer o% consumer products such as *i'e, or a service-oriented company such as harles $chwab + o()with its mar'eting e%%orts, %rom strategy to concept to execution( Strategy involves helping a client make high,level business decisions, such as how to brand a new line of suntan lotions. The agency takes a client=s strategy and turns it into a specific concept for advertisementsDsuch as a series of ads featuring extreme athletes for a soft,drink maker with a strategy of making inroads in the teen market.

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9xecution is where an agency turns a concept into realityDthe production of actual ads' the print layout, the "eb design, the film shoot, or the audio, taping. 9xecution also involves placing the adsDbuying space in newspapers, on television, or in subway stations. -ccount,driven agencies= ads usually focus on product benefits, while creative agencies= ads focus on brand image. -s a result, account,driven agencies end up with accounts such as 9nergi#er batteries, for which an 9nergi#er (unny campaign extolled the product=s long life. Creative agencies end up with accounts where lifestyle or image is more important, such as /ld %avy, which uses retro clothing styles to connect with its teen and twenty,something market. -dvertisers play a role in shaping the ads that shape our culture. The work you do will be determined partly by the type of agency you=re in and your role within it. Mou=ll work in one of five departmentsDaccount management, account planning, media, production, or creative. -ccount management is the clients= primary contact. There you=ll juggle a number of pro&ects, and ensure that they come in on time, on budget, and on strategic target. In account planning, you=ll try to understand consumer behaviour and use your knowledge to devise strategies for clients.

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:edia decides where to place ads, and in which mediumDradio, television, print, or "ebDwhen, and for how long. Broduction involves physical creation of the ads, either in,house or outsourced. If you=re a creative, you=ll be responsible for turning strategies into concepts that can be made into finished adsDfor example, showing well,dressed people driving up to a discount store to highlight a change in product selection. Creative departments also create storyboardsDcartoon,style summaries of what an ad will contain. Some larger agencies contain traffic departments to handle the flow of pro&ects between departments8 new,business departments, which keep track of possible new clients and gather resources in preparation for pitches8 and public relations departments, which direct publicity programs. To succeed in advertising, you need to be creative, organi#ed, motivated, good with people, tactful, culturally aware, decisive, resilient, and able to handle deadlines and stress. Mou=ll also have to be able to work individually and in a team environment, understand buying and selling patterns, understand and incorporate technology, and appreciate creativity. ;or a career in account planning, you=ll also have to be capable of carrying out qualitative and quantitative research. <ood media planners are detail, oriented, good at math, and have a thorough understanding of marketing.

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/n the creative side, you=ve got to be able to handle pressure and deal with the frustration of having clients who may not understand or appreciate your creative vision.
,ucrative N profitabil $untan lotion N loOiune pentru bron#at Extol N a preOui foarte mult -uggle N a &ongla .evise N a inventa a plPnui F to plan or invent a way of doing something, especially something complicated and clever &itches N to try to make a business agreement, or to sell something by saying how good it is $ales pitch N what a person says about a product to persuade people to buy it "esilient N re#istent

ublic +elations Some are born great, some achieve greatness, and some hire public relations officers, said the historian, 7aniel 1. (oorstin. Cis point@ In public relations, your &ob is to make your client seem great without anybody knowing you were trying. /f course, those in B0 do more than make their clients seem great. They speak on behalf of client organi#ations8 help mitigate harmful publicity when, for instance, the federal government sues a client for, say, antitrust violations8 and generally represent a client to the media in order to get the most favourable publicity possible. Mou might think of B0 as a speciali#ed

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area of marketing and a'in to advertising, which incorporates a similar client,oriented structure. -nd in many sectors it=s a fast,growing field. B0, which is also known as communications, is all about relating )or communicating* to the publicDa relationship generally mediated by the press. Gnlike an advertising agency, a B0 agency communicates a company=s message to the press, rather than directly to the client=s target market. The ob&ective in B0 is to use the press to reach the target market because, when mediated by a supposedly ob&ective third party, the message will become more powerful. (ecause of their role in generating media coverage, B0 professionals are sometimes thought of as disingenuous, deceitful, huc'sterish %lac's trying simultaneously to pull the wool over the eyes o% their clients and the public at large. That=s inaccurate. The fact is, in today=s business world, every company, C9/, celebrity, and association wants to show the best possible face to the public, and all of them are using public relations to do so. B0 serves those fighting to legali#e medical mari&uana, as well as the Internet start,up seeking funding from investors. :ichael 1ordan consults with B0 pros to figure out how he can best maintain his image8 so does Intel, seeking to maintain its image. "hen you read something in the newspaper about the phone company, it=s likely that a B0 pro was behind the scenes, either pitching the story or furnishing the reporter with statistics to write it.

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7ay to day, B0 pros pitch story ideas to reporters, trying to elicit coverage of sub&ects important to their clients. They also serve as company spokespeople, plan and hold events intended to generate publicity, and develop strategies that will spar' media interest. -n actress=s appearance at an awards ceremony wearing nothing but a potholder, for instance, could be a B0 ploy to get her in the papersDa well,considered one, perhaps, if the woman happens to be :adonna, but less effective if the woman is %ancy 0eagan. Gsually, you=ll spend much of your day working with the media. Mou=ll make phone calls, issue press releases, and plan events. 0eporters will complain, perhaps, but in a world glutted with information, they rely on public,relations practitioners for information they don=t have the time or budget to gather themselves. Those with more experience in B0 will write speeches, strategi#e the best time to announce a new product, work alongside an advertising agency to position products in the mind of the public, develop and publish newsletters, and manage crises, endeavouring to put a positive spin on events for a client organi#ation. -nd along with representing the client to the public, B0 practitioners will represent the public to the client, helping the client understand what the public wants, needs, and is concerned about. Those who do well in B0 have strong communication skills, are articulate both with the written and spoken word, are able to understand a variety of

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people, are confident, and quick studiesDyou=ll need to learn quickly what your clients do in order to communicate their messages effectively. B0 professionals should also be quick thinkers and persuasive. "hile there are some behind,the,scenes opportunities such as research that could accommodate introverted types, most &obs in the B0 field require assertiveness and an outgoing personality. /ne insider says that if you know you=re shy, B0 probably isn=t the best career choice for you. - public relations professional who is afraid of the public won=t be able to represent his or her clients authoritatively.
/itigate N to make a situation or the effects of something less unpleasant, harmful, or serious Antitrust 0violations1 N which attacks monopolies and encourages competition A'in to N foarte asemPnPtor cu 2uc'ster0ish1 N someone who uses very strong, direct selling methods, sometimes dishonest 3lac' N strong criticism !o pull the wool over the eyes o% somebody N to deceive someone by not telling the truth Elicit N to succeed in getting information or a reaction from someone, especially when it is difficult $par' N a stQrni interesul cuiva Rn ceva &otholder N a piece of thick material used for holding hot cooking pans &loy N a clever method of getting an advantage, especially by deceiving someone Issue N a emite 4lutted N RncPrcat, plin de &ractitioners N someone who regularly does a particular activity Endeavor N a Rncerca din greu Assertive0ness1 N behaving in a confident way so that people notice you Authoritative0ly1 N Rn mod autoritar, plin de Rncredere Si care impune respect Outgoing N liking to met and talk to new people

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'(# IN'#+N&L CO!!,NIC&'ION N#'-O+. -lthough all companies have to communicate in order to function, their approaches to communication vary. These variations are not surprising when you consider the vastly different communication requirements that organi#ations have. Some companies are better at communicating than others. -t top, performing companies such as Brocter H <amble and I(:, communication is a way of life. -t I(:, for example, big rolls of paper are placed throughout the building so that people can &ot down thoughts during informal discussions. (ecause managers at these companies communicate freely with employees, everyone develops a clear sense of mission, derived from a constant repetition of the organi#ationIs values. In these firms management is communication. ;/0:-! C/::G%IC-TI/% CC-%%9!S Information may travel up, down, and across the formal hierarchy. Downward information flow

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"hen a manager transmits information to a subordinate, communication is flowing downward. The message might take the form of a casual conversation or a formal interview between a supervisor and an individual employee, or it might be disseminated orally to a group through a meeting, workshop, or videotape. /n other occasions, the message might be a written memo, training manual, newsletter, bulletin board announcement, or policy directive. :ost of the information that flows downward is geared toward helping employees do their &obs. Typical messages include briefings on the organi#ationIs mission and strategies, instructions on how to perform various &obs, explanations of policies and procedures, feedback on the employeeI performance, and motivational pep talks. ,pward information flow ;rom the organi#ationIs standpoint, upward communication is &ust as vital as downward communication. To solve problems and make intelligent decisions, management must learn whatIs going on in the organi#ation. (ecause they canIt be everywhere at once, executives depend on lower, level employees to furnish them with accurate, timely reports on problems,

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emerging trends, opportunities for improvement, grievances, and performances.

The danger, of course, is that employees will report only the good news. Beople are afraid to admit their own mistakes or to report data that suggest their boss was wrong. Companies try to guard against the Jrose,colored glassesK syndrome by creating reporting systems that require employees to furnish vital information on a routine basis. :any of these reports have a Jred flagK feature that calls attention to deviations from planned results. /ther formal methods for channeling information upward include group meetings, interviews with employees who are leaving the company, and formal procedures for resolving grievances. In recent years, many companies have also set up suggestion systems that encourage employees to submit ideas for improving the business. (ori$ontal information flow In addition to transmitting messages up and down the organi#ation, the formal communication network also carries messages hori#ontally from one department to another.

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;or example, the marketing director might write a memo to the production director, outlining sales forecasts for the coming period.

The amount of hori#ontal communication that occurs through formal channels depends on the degree of interdependence among departments. If each department operates independently, official communication between departments is minimal. (ut if the business requires coordinated action by its organi#ational units, hori#ontal communication may be frequent and intense. The recent trend is toward more cross,functional interaction. Companies that have already moved in that direction report dramatic increases in productivity, largely because cooperation between employees from various departments breaks down the bureaucratic barriers that inhibit innovation and camouflage problems. I%;/0:-! C/::G%IC-TI/% CC-%%9!S ;ormal organi#ation charts illustrate how information is supposed to flow. In actual practice, however, lines and boxes on a piece of paper cannot prevent people from talking with one another. 9very organi#ation has an

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informal communication network T a grapevine T that supplements official channels. -s people go about their work, they have casual conversations with their friends in the office. They &oke and kid around and discuss many things' their apartments, restaurants, movies, sports, and other people in the company. -lthough many of these conversations deal with personal matters, business is often discussed as well. In fact, about E4 percent of the information that travels along the grapevine pertains to business, and A2 to 32 percent of it is accurate. ;urthermore, although employees say they would prefer to get their information from other sources, they currently rely on the informal network as a main source of information. In some companies, the top executives are wary of the informal communication network, possibly because it threatens their power to control the flow of information. Cowever, attempts to quash the grapevine generally have the opposite effect. Informal communication increases when official channels are closed or when the organi#ation faces periods of change, excitement, or anxiety. Instead of trying to eliminate the grapevine, sophisticated companies minimi#e its importance by making certain that the official words gets out.

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'(# "&%IC )O+!% O) CO!!,NIC&'ION Nonverbal communication If you were applying for a &ob, you would know almost as soon as you walked in the door whether you wanted to work for a particular company. 9ven if you spent the first five minutes sitting in a reception area, you would see and hear things that would tell you an enormous amount about the corporate culture. The most basic form of communication is nonverbal. -nthropologists theori#e that long before human beings used words to talk things over, our ancestors communicated with one another by using their bodies. They gritted their teeth to show anger, they smiled and touched one another to indicate affection. -lthough we have come a long way since those primitive times, we still use nonverbal cues to express superiority, dependence, dislike, respect, love, and other feelings. %onverbal communication differs from verbal communication in fundamental ways. ;or one thing, it is less structured, which makes it more difficult to study. - person can pick up a book on nonverbal language and master the

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vocabulary of gestures, expressions, and inflections that are common in our culture. "e donIt really know how people learn nonverbal behaviour. %o one teaches a baby to cry or smile, yet these forms of self,expression are almost universal. /ther types of nonverbal communication, such as the meaning of colours and certain gestures, vary from culture to culture. %onverbal communication also differs from verbal communication in terms of intent and spontaneity. "e generally plan our words. "hen we say anything we have a conscious purpose. "e think about the message, if only for a moment. (ut when we communicate nonverbally, we sometimes do so unconsciously. "ithout our consent, our emotions are written all over our faces. -hy nonverbal communication is important -lthough nonverbal communication is often unplanned, it has more impact than verbal communication. %onverbal cues are especially important in conveying feelings, accounting for 3. percent of the emotional meaning that is exchanged in any interaction.

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In fact, nonverbal communication is so powerful that it actually releases mood,altering chemicals in the sender as well as in the receiver. One reason for the power of nonverbal communication is its reliability. :ost people can deceive us much more easily with words than they can with their bodies. "ords are relatively easy to control8 body language, facial expressions, and vocal characteristics are not. (y paying attention to these nonverbal cues, we can detect deception or affirm a speakerIs honesty. %ot surprisingly, we have more faith in nonverbal cues than we do in verbal messages. If a person says one thing but transmits a conflicting message nonverbally, we almost invariably believe the nonverbal signal. If you can read other peopleIs nonverbal messages correctly, you can interpret their underlying attitudes and intentions and respond appropriately. Successful people generally share this ability. - recent study involved $,444 school children who were tested on their ability to determine whether people were happy, sad, angry, and so forth on the basis of their expressions.

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The students who scored lowest on the test were among the least popular children in their class and were also less successful academically, even though they were &ust as intelligent as their peers. Their inability to read other peopleIs reactions prevented them from ad&usting their behaviour to improve their relationships. %onverbal communication is important for another reason' it can be efficient from both the senderIs and the receiverIs standpoint. Mou can transmit a nonverbal message without even thinking about it, and your audience can register the meaning unconsciously. -t the same time, when you have a conscious purpose, you can often achieve it more economically with a gesture than you can with words. wave of the hand, a pat on the back, a wink T all area streamlined expressions of thought. 'he varieties of nonverbal communication -ccording to one estimate, there are over A44,444 forms of nonverbal communication. These forms can be grouped into general categories' facial expressions and space. and eye behaviour, gestures and postures, vocal characteristics, personal appearance, touching behaviour, and use of time

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0esearchers have drawn some interesting conclusions about the meaning of certain nonverbal signals. (ut remember that the meaning of nonverbal communication is in the observer, who both reads specific signals and interprets them in the context of the particular situation. Facial e pressions and eye behaviour The face is the primary site for the expression of certain nonverbal expression of emotion, revealing both the type and the intensity of a personIs feelings. - personIs eyes are especially effective as a tool of communication. They can be used to indicate attention and interest, to influence others, to regulate interaction, and to establish dominance. -lthough the eyes and the face are usually a reliable source of meaning8 people sometimes manipulate their expressions to stimulate an emotion they do not feel or to mask their true feelings. !estures and postures (y moving their bodies, people can express both specific and general messages, some of which are voluntary and some of which are involuntary. :any gestures have a specific and intentional meaning8 other types of body movement are unintentional and express a more general message.

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These unconscious signals reveal whether a person feels confident or nervous or hostile, assertive or passive, powerful or powerless. "ocal characteristics !ike body language, a personIs voice carries both intentional and unintentional messages. /n a conscious level, we can use our voices to create various impressions. Cowever, your vocal characteristics also reveal many things that you are unaware of. The tone and volume of your voice, your accent and speaking pace, and all the little um5s and ah5s that creep into your speech say a lot about who you are, your relationship with the audience, and the emotions underlying your words.

#ersonal appearance -n individualIs appearance helps establish his or her social identity. Beople respond to us on the basis of our physical attractiveness. (ecause we see ourselves as others see us, these expectations are often a self, fulfilling prophecy.

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/ur grooming, our clothing, our accessories, our JstyleK T all modify our appearance. If your goal is to make a good impression, adopt the style of the people you want to impress. In most businesses, a professional image is appropriate. (ut some companies or industries are more casual. $ouching behaviour Touch is an important vehicle for conveying warmth, comfort, and reassurance. 9ven the most casual contact can create positive feelings. Berhaps because it implies intimacy, touching behaviour is governed by relatively strict customs that establish who can touch whom, and how, in various circumstances. The accepted norms vary, depending on the gender, age, relative status, and cultural background of the individuals involved. In business situations, touching suggests dominance, and so a higher,status person is more likely to touch a lower,status person than the other way around. %se of time and space

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!ike touch, time and space can be used to assert authority. In many cultures, people demonstrate their importance by making other people wait8 they show respect by being on time. Cowever, attitudes toward punctuality are cultural. In %orth -merica, being on time is a mark of good manners8 in other places, it is more polite to be somewhat late. Beople can also assert their status by occupying the best space. In GS companies, the chief executive usually has the corner office and the prettiest view. -part from serving as a symbol of status, space determines how comfortable people feel talking with each other. "hen people stand too close or too far away, we feel ill at ease. The comfort #one varies from culture to culture. Spatial #ones are different for women and men. "omen initially approach more closely, prefer side,by,side conversations, allow other women to be closer than men, men have more face,to,face conversations, tend to stand closer to women than women feel comfortable etc Intimate Bersonal Social Bublic 7istance

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/erbal communication -lthough you can express many things nonverbally, there are limits to what you can communicate without the help of language. If you want to discuss past events, ideas, or abstractions, you need words T symbols that stand for thoughts T arranged in meaningful patterns. In the 9nglish language, we have a growing pool of words, currently about A24,444, although most of us recogni#e only about +4,444 of them. To create a thought with these words, we arrange them according to the rules of grammar, putting the various parts of speech in the proper sequence. "e then transmit the message in spoken or written form, anticipating that someone will hear or read what we have to say. Oral versus written communication channels

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30% Listening Reading Writing Speaking 9%

45%

16%

-s the above picture illustrates, business people tend to prefer oral communication channels to written ones. ItIs generally quicker and more convenient to talk to somebody than to write a memo or letter. ;urthermore, when youIre speaking or listening, you can pick up added meaning from nonverbal cues and benefit from immediate feedback. /n the other hand, relying too heavily on oral communication can cause problems in a company. +eception versus transmission The above picture illustrates another interesting fact' people spend more time receiving information than transmitting it. !istening and reading are every bit as important as speaking and writing.

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Gnfortunately, most of us are not very good listeners. Immediately after hearing a ten,minute speech, we typically remember only half of what was said. - few days later, weIve forgotten three,quarters of the message. "orse, we often miss the subtle, underlying meaning entirely. To some extend, our listening problems stem from our education, or lack of it. "e spend years learning to express our ideas, but few of us ever take a course in listening. -t the same time, our reading skills often leave a good deal to be desired.

0ecent studies indicate that approximately +4 percent of the adults in the Gnited States are functionally illiterate8 $6 percent cannot fill out a check properly8 .E percent have trouble reading the help wanted ads in newspapers8 and +> percent canIt figure out the deductions listed on their paychecks. 9ven those who read adequately often do not know how to read effectively. They have trouble extracting the important points from a document, so they cannot make the most of the information contained in the document.

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-lthough listening and reading obviously differ, both require a similar approach. The first step is to register the information, which means that you must tune out distractions and focus your attention. Mou must then interpret and evaluate the information, respond in some fashion, and file away the data for future reference. The most important part of this process is interpretation and evaluation, which is no easy matter. "hile absorbing the material, you must decide what is important and what isnIt. /ne approach is to look for the main ideas and the most important supporting details, rather than trying to remember everything you read or hear. If you can discern the structure of the material, you can also understand the relationship among the ideas. If you are listening as opposed to reading, you have the advantage of being able to ask questions and interact with the speaker. 'en tips for communicating successfully with a global audience In your &ob you may have occasion to communicate with people in other countries or from other cultures. "hether you are buying, selling, consulting, or simply trying to obtaining information, you will need to get across ideas to an audience you are not used to dealing with.

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1ust as you need to understand the characteristics of your audience when you communicate with others from your own country, you need to understand something about the culture, business customs, and communication styles of foreign audiences. Cere are ten tips to assist you in your intercultural communications' 6e clear and simple. "hether communicating orally or in writing, avoid long, complex sentences, highly technical language, &argon, and colloquialisms. 7onIt be condescending, but do use simpler words when they are available )pay rather than compensate, soon rather than momentarily*. .on5t assume that someone you hear spea'ing English will understand you( If you talk too fast, slur your words, have an accent, or use slang, even a foreigner who seems to speak impeccable 9nglish will have a hard time following you. -n added problem is that many 9nglish,speaking foreigners are too polite to let you know they havenIt understood.

,earn the business customs and terminology o% those you5ll be communicating with( :ost countries, for example, use the metric system, unlike the system measurement used in the Gnited States. -nd many countries use the dayFmonthFyear system for dating
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opposed to the G.S. system of monthFdayFyear. - meeting arranged in one of these countries on A.2.42 is scheduled for :ay not for 1uly. 7se written messages whenever possible( ;oreigners read 9nglish more easily than they understand spoken 9nglish. If you communicate by phone, follow up with a confirmation in writing to guard against miscommunication. .on5t be in a hurry to get to the point( 9uropeans, -fricans, and -rabs, in particular, are put off by the straight,to,the,point style of %orth -merican business communication. They prefer a more roundabout approach. The ;rench, for example, like to have time to digest information and ideas and tend to look on a letter as only one in a series. .on5t as' 8uestions that re8uire a yes or no answer( "hereas %orth -mericans tend to say yes when they mean yes and no when they mean no, thatIs simply not the case in most other cultures. In -sian countries, for example, it is considered impolite to say no, so -sians may answer affirmatively if only to mean JMes, I heard you.K )The 1apanese have more than a do#en ways to avoid saying no.* 9uropeans, on the other hand, may initially react negatively to any question, but they actually mean JmaybeK or Jit depends.K In many countries, the answer you get is what the person thinks you want to hear.
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 ,earn about the country5s body language( <estures have various meanings in different places. In 0omania, turning the head from side to side means yes8 in 1apan, looking someone in the eye is considered &udgmental or hostile8 and in <hana, thumbs up is a rude gesture. To avoid giving offense, keep your hands quiet. ontrol your style o% expression( The %orth -merican style of expressing emotions is considered impulsive and wild by -sians but restrained and cold by !atin -mericans. Mou need to be aware of how your habits of emotional expression will affect people in a particular culture. .on5t interrupt periods o% silence( :any foreigners are offended by the %orth -merican penchant for &umping in to fill any gaps in a conversation. Speakers in many cultures en&oy periods of silence and use them to gather their thoughts. (e patient. -llow the person to formulate what he or she wants to say, and try not to be JhelpfulK by putting words into the other personIs mouth. 7se an interpreter or a translator( "henever possible, have your messages translated into the other personIs language. - translated letter is more likely to be read sooner T and by the right person T than one in 0omanian, and your message is more likely to be understood as intended. "hen choosing an interpreter or translator, be sure to
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find someone familiar with both cultures and with the terminology of your business.

'he process of communication "hether you are speaking or writing, listening or reading, communication is more than a single act. Instead, it is a chain of events that can be broken into five phases, as follows' $. The sender has an idea8 +. The idea becomes a message8 .. The message is transmitted8 6. The receiver gets the message8 2. The receiver reacts and sends feedback to the sender. Then the process is repeated until both parties have finished expressing themselves. Communication is effective only when each step is successful. %pecial problems of business communication -lthough all communication is sub&ect to misunderstandings, business communication is particularly difficult. The material is often complex and controversial, yet both the sender and the receiver may face distractions that divert their attention. ;urthermore, the opportunities for feedback are often limited, making it difficult to correct misunderstandings.

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"hen the message finally does reach the receiver, he or she may be unable to digest it in peace. Mou 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, you rarely have the benefit of the receiverIs undivided attention. Mour message may be picked up and put down several times. (O- 'O I! +O/# CO!!,NIC&'ION Think about the people you know. "hich of them would you call successful communicators@ "hat do these people have in common@ Chances are, the individuals on your list share five qualities' &erception( They are able to predict how their message will be received. They anticipate your reaction and shape the message accordingly. They read your response correctly and constantly ad&ust to correct any misunderstanding. &recision( They create a Jmeeting of the mindsK. "hen they finish expressing themselves, you share the same mental picture. redibility( They are believable. Mou have faith in the substance of their message. Mou trust their information and their intentions.

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ontrol( They shape your response. 7epending on their purpose, they can make you laugh or cry, calm down, change your mind, or take action.

ongeniality( They maintain friendly, pleasant relations with the audience. 0egardless of whether you agree with them, good communications command your respect and goodwill. Mou are willing to work with them again, despite your differences.

"hat sets the effective communicators apart is their ability to overcome the main barriers to communication. They do this by creating their message carefully, minimi#ing noise in the transmission process, and facilitating feedback. Create the !essage Carefully If you want the people in your audience to understand and accept your message, you have to help. Mou cannot depend on others to carry the communication ball. $hin& about your purpose and your audience The first step is to define your goal in communicating. "hy are you sending your message@ "hat do you want your audience to do or know as a consequence@
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"hen you have answered these questions, you can begin to build a message to achieve your purpose. Mou must create a bridge of words that leads the audience from their current position to your point. (efore you can do this, of course, you have to know something about the audienceIs current position. "hat do they know now, and what do they need to know@ If you are addressing strangers, try to find out more about them8 if thatIs impossible, try to pro&ect yourself into their position by using your common sense and imagination. $ell the audience what to e pect /nce you have defined your readersI or listenersI information needs, you can launch them on their &ourney toward the intended destination. -s they travel, you must be their guide, providing them with a map of the territory they will cover. Tell them at the outset what they can expect to gain from the trip. !et them know the purpose of the message8 tell them what main points they will encounter on the way. 9ven if you do not want to reveal controversial ideas at the beginning of the message, you can still give receivers a preview of the topics you plan to cover.

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(y telling your audience what to expect, you help them recogni#e the relationship among the ideas you hope to convey. "hen they encounter individual facts and thoughts, they can then fit them into a rational framework. (y telling the audience how to categori#e the information in your message, you eliminate one of the main barriers to communication' the discrepancy between your mental filling system and theirs. In addition, you make it easier for the audience to cope with the distractions that occur in most environments. %se concrete' specific language (ecause business communication often involves difficult, abstract, and even boring material, you must do something to help your audience understand and remember the message. The best way to do this is to balance the general concepts with specific illustrations. -t the beginning, state the overall idea8 then develop that idea by using vivid, concrete examples to help the audience visuali#e the concept. The most memorable words are the ones that create a picture in the receiverIs mind by describing colors, ob&ects, scents, sounds, tastes. Specific details can also be vivid.

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Stic& to the point Mou can also help your audience by eliminating any information that doesnIt directly contribute to your purpose. :any business messages contain too much material. The sender, in hopes of being thorough, tries to explain everything there is to know about a sub&ect. (ut most receivers donIt need everything there is to know about a sub&ect. -ll they need are a few pertinent facts, enough information to answer their questions or facilitate their decisions. (y keeping your messages as lean as possible, you make them easier to absorb. "ith few exceptions, one page is better than two, especially in a business environment where the receiver is bombarded by competing claims for attention. (y eliminating unnecessary ideas, you focus the otherIs personIs thoughts on those few points that really matter. Mou have to be careful, however, to develop each main idea adequately. MouIre better off covering three points thoroughly rather than eight points superficially. 7onIt rush the audience through a laundry list of vague generalities in the mistaken belief that you are being brief. If an idea is worth including, itIs worth explaining. Connect new information to e isting ideas

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The mind absorbs information by categori#ing it into mental files. If you want the receiver to understand and remember new ideas, you have to indicate how those ideas are related to the files that already exist in her or his mind. "hen the connection with familiar concepts is lacking, the new material tends to get lost, to become mentally misplaced, because it doesnIt fit into the receiverIs filing cabinet. (y showing the audience how new ideas relate to familiar ones, you increase the likelihood that your message will be understood correctly. The audience can say' J/h yes, I see. "e can market the new cosmetics line the way we did nylon stockings. "eIre trying to reach the same consumer.K The meaning of the new concept is clarified by its relationship on the sub&ect8 all she or he has to do is apply it to the new idea. Connecting new ideas to existing ones also helps make the new concepts acceptable. :ost of us approach anything unfamiliar with caution. "hen we discover that itIs similar to something familiar, we become more confident. "e pick it up and look it over more carefully and then take it home with us. It becomes part of our collection, one of many related things. (mphasi)e and review &ey points

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-nother way to help the audience is to call attention to the most important points of your message. Mou can do this with your words, your format, and you body language. "hen you come to an important idea, say so. (y explicitly stating that an idea is especially significant, you wake people up8 you also make it easier for them to file the thought in the proper place. Gnderscore key points by calling attention to them visually. Gse headlines, bold type, and indented lists to emphasi#e ma&or ideas. 0einforce the text of your message by using charts, graphs, maps, diagrams, and illustrations that will help your audience see the point. If you are delivering the message orally, use your body and voice to highlight important concepts. (efore you conclude your message, take a moment or two to review the essential points. 0estate the purpose, and show how the main ideas relate to it. This simple step will help your audience remember the message. (ecause business audiences are frequently interrupted, itIs a good idea to provide summaries at the end of ma&or sections of a long message as well as the end of a document or presentation. Such summaries not only refresh peopleIs memories but also help simplify the overall meaning of complex material. !inimi$e noise

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9ven the most careful constructed message will fail to achieve results if it does not reach the receiver. To the extend possible, you should try to eliminate potential sources of interference. The key to getting through to the receiver often lies in the choice of communication channels and media. Choose the method that will be the most likely to attract the receiverIs attention and enable him or her to concentrate on the message. If a written document seems the best choice, try to make it physically appealing and easy to comprehend. Gse an attractive, convenient format, and pay attention to such details as the choice of paper and quality of type. If possible, deliver the document when you know the reader will have time to study. If the message calls for an oral delivery channel, try to eliminate environmental competition. The location should be comfortable and quiet, with adequate lighting, good acoustics, and few visual distractions. In addition, think about how your own appearance will affect the audience. -n outfit that screams for attention creates as much noise as a squeaky air, conditioning system. -nother way to reduce interference, particularly in oral communication, is to deliver your message directly to the intended audience. The more people who filter your message, the greater the potential for distortion. )acilitate feedback

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In addition to minimi#ing noise, give the receiver a chance to provide feedback. (ut one of the things making business communication difficult is the complexity of the feedback loop. If youIre talking face,to,face with one other person, feedback is immediate and clear. (ut if youIre writing a letter, memo, or report that will be read by several people, feedback will be delayed and mixed. Some of the readers will be enthusiastic or respond promptly, others will be critical or reluctant to respond. -s a consequence, revising you message to take account of their feedback will be difficult. "hen you plan your message, think about the amount of feedback that you want to encourage. -lthough feedback is generally useful, it reduces your control over the communication situation. Mou need to know whether your message is being understood and accepted, but you may not want to respond to comments until you have completed your argument. If you are communicating with a group, you may not have the time to react to every impression or question. ;or this reason, think about how you want to obtain feedback and choose a form of communication that suits your needs. Some channels and media are more compatible with feedback than others. ;or example, if you want to ad&ust your message quickly, talk to the receiver face,to,face or by

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phone. If feedback is less important to you, you can use a written document or give a prepared speech. 0emember, that in order to get feedback, you have to listen, which is more difficult than you might think. "e tend to let or minds wander and miss important points, or we &ump in too quickly with comments of our own, so the other person doesnIt have a chance to complete a thought. "e make the mistake of pre&udging other people because we donIt like the way they look or because they represent an opposing group. /ften we lack patience, ob&ectivity, and understanding. "e send signals, subconsciously perhaps, that we donIt value the other personIs comments. 0egardless of whether the response to your message is written or oral, you have to encourage people to be open if you want them to tell you what they really think and feel. Mou canIt say, JBlease tell me what you think,K and then get mad at the first critical comment. So try not to react defensively. Mour goal is to find out whether the people in your audience have understood and accepted your message. If you find that they havenIt, donIt lose your temper. -fter all, the fault is at least partially yours. Instead of saying the same thing all over again, only louder this time, try to find the source of misunderstanding. Then revise your message. Sooner or later, if you keep trying, youIll achieve success.

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