The Pfeiffer Book of Successful Communication Skill-Building Tools

Chapter 4. Communicating Communication

J. Ryck Luthi

Effectiveness of management personnel of all grades is very dependent upon the ability to communicate orally not only the policy of the company but suggestions as to how work should be done, criticism of poor work, and the application of discipline, and of course the general field of human relationships (Lull, Funk, & Piersol, 1955, p. 17).

It seems safe to conclude from research studies that, by and large, the better supervisors (better in terms of getting the work done) are those who are more sensitive to their communication responsibilities. They tend to be those, for example, who give clear instructions, who listen empathically, who are accessible for questions or suggestions, and who keep their subordinates properly informed (Redding & Sanborn, 1964, p. 60).

Research leads to the conclusion that there is a positive correlation between effective communication and each of the following factors: employee productivity, personal satisfaction, rewarding relationships, and effective problem solving. Two major components of effective communication are sending messages and receiving messages. Techniques of listening and verbalizing help in both of these dimensions.

Factors Affecting the Sender

Self-Feelings

In the context of each communicating situation, the sender's feelings about self will affect how the message is encoded. The following questions are conscious and subconscious tradewinds that affect the effectiveness of the message: ...