CHAPTER TWO

THE COMMUNICATION PROCESS

Introduction

In the previous chapter, we discussed about the fundamental concepts in communication. These
concepts include the meaning and definition of communication, the nature of communication,
and significance of communication.

In this chapter we are going to focus on the process of communication and its barriers.

2.1. Elements of Communication process

FEEDBACK

SENDER CHANNEL RECEIVER

Thought Encoding (Medium)

Receiving Decoding
message message
To transmit
(Informer persuading) the message
Understanding (on action)

NOISE

Communication is regarded as a system which consists of many inter-related and interdependent

elements. Each element is equally responsible for effective completion of the communication
process. The following, in the process model, are various elements of the communication
process:

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1) Sender:
Sender: Is the person who sends a message or an idea. He is the source and initiates the
process of communication. Sender may be superior, subordinate, a peer, or any other
person. The organizational position of the sender determines the direction of flow of
communication in an organization.
2) Message:
Message: It is what is conveyed by the sender. It consists of words, facts, ideas, opinions,
etc. It is the subject matter of communication.
3) Encoding:
Encoding: The process of converting the message into communication symbols is known
as “encoding”. The sender use appropriate verbal or non-verbal language (words,
symbols, gestures, etc.) known to both the parties. The choice of the symbols or gesture
to a large extent depends on the nature of message being communicated and its purpose.
4) Channel:
Channel: It is the medium or route or path in which message is transmitted from sender
to the receiver. For business communication, commonly used channels are telephones,
letters, memos, e-mail, etc. while selecting the channel the need and requirement of the
receiver must be taken into account.
5) Receiver: Is the person who receives or perceives the message of sender. The
communication does not serve any purpose unless it is understood. Therefore, after
physically receiving the message the receiver must comprehend it.
6) Decoding: Is a process of whereby the receiver interprets communication message into
meaningful information. In other words, decoding means attaching meaning to the
message. The decoding process has two steps, first receive the message, then to interpret
it. The effectiveness of the message depends on how much receiver’s decoding match the
sender’s message.
7) Feedback: To complete the communication process, some verbal or non-verbal feedback
from receiver to the sender is required. Feedback is reversal of communication process in
which receiver expresses his reaction to the sender of message.
Noise: In the framework of communications noise is any interfering factor that, if
present, can distort the intended message.
Noise can be present in any element, i.e. the sender, channel or receiver. Noises are of
two types: Psychological noise and Physical noise. Psychological noise is created in the
mind of senders-receivers. It generally refers to absentmindedness that may be caused by

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 pain, hunger, headache, and other factors that preoccupy human mind. On the other hand,
Physical noise is unwanted sound created in the external environment in transmission.

Effective Use of Feedback

For effective use of feedback the following guidelines are vital:

1. Tell people you want feedback. When people feel that their opinions and observations may
be used against them or that your feelings may be easily hurt, they withhold feedback. Therefore,
let them know that you consider feedback (including personal opinions, questions, and
disagreement) not only useful but also necessary.

2. Identify the areas in which you want feedback. If you want personal feedback, you might
say, “I am trying to improve my speaking and am interested in how many times I said ‘okay’ in
today’s meeting.” If you want only feedback pertaining to the organization, then specify the
topics in which you are most interested.

3. If you are a manager, set aside time for regularly scheduled feedback sessions. Such sessions
show employees that you value feedback and tend to make it easier for them to ask questions and
express opinions. For instance, getting feedback through suggestion box.

4. Use silence to encourage feedback. Too many people ask a question wait two or three
seconds, and then begin talking again. It takes more than two or three seconds for most people to
organize and verbalize their responses. If you remain silent for at least a full ten seconds, you
will probably get more response.

5. Watch for nonverbal responses- because nonverbal symbols may comply or contradict with
verbal symbols.

6. Ask questions. Do not assume that you understand the meaning of the feedback you receive
from others. When in doubt, ask for clarification.

7. Use statements that encourage feedback. People usually adjust their feedback by
monitoring the listener’s verbal and nonverbal reactions. If you want a person’s honest opinion,
you must encourage it by purposely saying such things as “Really?” “Interesting”,

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8. Reward feedback. If you are a manager, you can reward feedback by complimenting the
person, preferably in front of his/her colleagues. Some companies have a “Best-Idea-of-the-
month” contest and put the winners’ names on a placard or give them a company pen with their
names engraved on them. As an employee, you can sincerely thank people for their comments
and perhaps write them a thank-you note.

Guidelines in sending feedback

In sending feedback make sure your own feedback to others:
 Is directed toward behavior rather than toward the person

Often, someone who is angry criticizes the person rather than the behavior that caused the anger.
Telling a secretary “You are a poor excuse for a secretary” is an attack on the secretary rather
than on the offensive behavior and causes a defensive, emotional response. Your feedback is
much more likely to be received positively if you mention the action or behavior that is
unacceptable and focus on what can be done to avoid it in the future.

 Is descriptive instead of evaluative

Descriptive feedback is tactfully honest and objective, whereas evaluative feedback is
judgmental and accusatory. Evaluative feedback: “Where is your sales report? You know it is
due on my desk no later than 9:00 each morning. You’re obviously not reliable anymore.”
Descriptive feedback: “When you don’t turn your sales reports in on time, I’m unable to
complete the departmental sales report on time. This makes me look bad and the department
looks bad. You’ve been late twice this month. Is there something I can do to help you get those
reports on time?” Evaluative, judgmental words cause defensiveness and hurt feelings; words
that simply describe the situation in a nonjudgmental way are more likely to result in
cooperation.

 Involves sharing ideas instead of giving advice

It is not always sensible to give advice to other people. If your advice does not work, you will be
blamed. One of the best ways to improve a relationship is by openly sharing opinions and ideas.
Suppose a manager who is having trouble with some employees comes to you and asks, “What
am I doing wrong?” Instead of giving advice, share a personal experience with the manager. For

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example, you might describe a similar problem you had and how you handled it. It is then up to
the manager to decide what to do..

 Is immediate and well timed

Immediate feedback is obviously more valuable than delayed feedback. After a foul-up
shipping, instead of waiting for two weeks to discuss the problem with the responsible employee,
discuss the error immediately or at least within a day or two. Immediate feedback allows the
person to correct actions or behaviors while they are still fresh in mind. But feedback should also
be well timed, and sometimes this means that it can’t be immediate. If you point out an
employee’s mistakes in front of a group of co-workers, such feedback is likely to be resented.
And if you confront an employee anxious to get home after quitting time, your suggestions may
be received absent mindedly. This type of feedback should be given in a private, relaxed
atmosphere. Unfortunately, many people tend to give feedback in anger and don’t stop to
consider the consequences.

2.2. Barriers to Communication

Since communication is human process or activity, several problems in the transmission of
information arise which are in the nature of barriers. The barriers tend to distort communication
and promote disorganization. They make the communication incomplete, unforceful and
ineffective. Barriers or problems can arise at any stage of the communication process.

Various problems or barriers to communication may be classified as under:

1) Semantic barriers
2) Organizational barriers
3) Socio-psychological barriers
4) Physical and mechanical barriers
1) Semantic Barriers: Semantic means the science of meaning. It refers to the study of
meanings words and signs. Semantic barriers arise due to problems in language. Language is
the most important tool of communication. Language problems are as follows:
a. Words with different meanings:
meanings: Some words convey different meanings to different
people. People interpret the same word differently due to differences in their economic,

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 social, cultural and educational backgrounds. It is the people and the context that matters
rather than words.
b. Denotations and connotations: The literal meaning of a word is known by its denotative
meaning. It just names objects without suggesting positive or negative qualities. Book,
chair, room, computer are examples of denotative words. On the other hands, connotative
words like honest, competent, and cheap arose qualitative judgments and personal
ructions. Some words have positive or negative connotations. But certain words have both
positive and negative connotations in different context. Due to difference in connotation a
sender’s compliment maybe interpreted by the receiver as an insult.
c. Bad expression: when the message is not formulated and presented in the proper manner,
the receiver fails to comprehend it and misunderstanding occurs. Use of jargon, coined
words, acronyms and technical terms with special meaning prevents effective
communication when the receiver does not understand them. Bad expression is more acute
in culturally diversified organizations and multi-nations.
d. Faulty transitions: Often people translate words in a literal sense thereby losing the sprit
behind the words. Inaccurate translations lead to misunderstanding and confusion.
e. Un-clarified assumption: when the sender assumptions are vague and unknown to the
receiver, communication suffers.
2) Organizational Barriers

Organizational barriers arise due to defects in the organization structure and the communication
system of an organization. These are as follows:

A) Long chain of command: When the scalar chain is unduly long, distance b/n the top
manager and workers increases. As a result, downward and upward message have to pass
through several levels causing delay, distortion, filtering, and loss in transmission.
B) Poor spatial arrangements: Faulty arrangement of furniture, partitions, pathways, etc
prevents eye contact between the speaker and his listeners. Spatial arrangements also
create emotional disturbances.
C) Inappropriate medium: Several methods or means are used in communication. Each
method is appropriate in specific situations. Choice and use of an unusable medium may
act as a barrier to communication.

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3) Socio-psychological barriers: Social and psychological factors are the most prime barriers
in interpersonal communication. Psychological barriers arise from motives, emotion, social,
values and different perceptions. These are as follows:
A) Attitudes and opinions: If the message is contrary to our expectations, beliefs, and
cherished values we do not react favorably to it.
B) Emotion: Emotions blocks our mind, blur our thinking and we fail to organize the
message properly. For example, the sender of a message fails to speak clearly when he is
overexcited, worried, nerves, or angry.
C) Status and fear: Subordinates are either too conscious of their low status or too afraid
being snubbed. They are afraid of communicating upward only unpleasant information as
it may displease the boss or may be treated as a sign of incompetence. Many executives
keep distances from their juniors thinking that consulting subordinates will lower their
dignity. Sometimes, persons in senior positions feel that they know everything and
subordinates have nothing useful to say.
D) Closed mind: A Person may have a closed mind due to deep-rooted prejudice,
superiority complex, limited intellectual background, narrow interest, etc.
E) Inattention: Inattention arises due to mental preoccupation or distraction.
F) Distrust:
Distrust: Communication is likely to fail when the receiver has a suspicion about the
source of communication. For example, employees may attribute to a compliment from
their boss who is in the habit of finding fault with them.
G) Premature evaluation: Some people form a judgment before receiving the complete
message.
H) Poor retention: In the process of transmissions, a part of the message is lost. At every
level the message is screened and only a part of it is transmitted further. Therefore,
successive transmissions of the message are decreasingly accurate.
I) Resistance to change: When a message urges some change and the receiver is opposed
to the change, the process of communication is hampered. If the receiver gears himself
for arguments and refutations merely to score victory over the sender, his attention is
diverted.
J) Perception distortion: Perception implies noticing and understanding. Each perception
has unique preoccupation depending upon his past experiences, attitudes, and interests.

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 Whenever the mental filter of the receiver differs from that of the sender, the message
may not be understood as intended.
4) Physical and Mechanical Barriers

Physical and mechanical barriers are due to distance, noise, and defects in the mechanical
devices used in communication. These are discussed below:

A) Noise: Refers to the distracting element which breaks the concentration of the sender or
receiver and prevents him from paying attention to the contents of the message. Noise can
be physical or psychological. The flow of communication is often blocked due to noise
caused by traffic, human sounds, construction work, type writers, fans, etc. sometimes
written communication fails due to poor lighting, defective vision, glaze, color blindness,
etc., physical interfaces such as illegible handwriting, smudged copies of duplicated type
script, poor telephone connections etc., are also included in noise.
B) Distance and time: Telephone and telex facilities are not available everywhere. Problems
in the medium of communication may lead to loss in transmission. For example, the
listener may miss out important part of the message due to distance in telephone lines.
Delayed massage may create confusion. In factories persons working in different shifts
may fail to communicate effectively due to time gap.

Information overload: Excess of communication is called information overload. The receiver

cannot comprehend and absorb beyond his mental capacity. His mind will be closed for a part of
the communication. Therefore, we should be precise and brief in sending messages.

Overcoming barriers
Effective managerial skills help to overcome some, but not all, barriers to communication in
organizations. Awareness and recognition are the first steps in formulating ways to overcome the barriers
to communication. Following ways are helpful for improving communication.

1. Feed back-One easy way of overcoming barriers to communication is to have a feed back. The
sender can ask the receiver immediately after communicating a message to get feed back.
2. Simplifying Language-Language is perhaps the biggest barrier to communication. Effective
communication is achieved when a message is received and understood. Thus, to make
communication effective a manager has to use simple language that a subordinate understands
easily.
3. Listen carefully-Communication problems arise because of poor listening. While listening one
should be patient, hold his temper and concentrate on what the speaker is saying.

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4. Constrains emotion-Emotions severely hurt and distort the transfer of a meaning. When either
the subordinate or the manager is mentally upset over an issue they are quite likely misinterpret
the message.
5. Watching Non-verbal cues-In the case of oral communication the sender should observe the
actions of the receiver and find weather they go along with the understanding. A manager is
therefore should watch non-verbal cues carefully.