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Factors Contributing To Poor Communication

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Question:

Discuss about the Factors Contributing to Poor Communication.
 
 

Answer:

Introduction:

Ineffective refers to when members of a team or the organization in general are unable to communicate. This may be due to poor rapport, or lack of the necessary skills required for communication. In other instances, ineffective communication may be the result of language barriers (Nguyen, 2010).

The issue of effective communication is very important as organizations seek to meet their objectives. Without effective communication, the organization may not be able to foster the right kind of teamwork and collaboration needed (Nguyen, 2010).

According to the principles of management by Fayol, organizations can only succeed if there is unity of direction. This means that there is cohesion, and the team moves together forward. This theory can therefore be applied to better capture organizational communication importance, and in helping eradicate ineffective communication (Fayol, 1949).

To resolve ineffective communication, organizations need to identify issues that affect communication, and address them through training and a way of communication that avoids ambiguity and miscommunication (Nguyen, 2010). In hospitals for instance, Taran (2011)shows that institution can minimize indirect communication between staff members, to avoid miscommunication. Research has shown that simple modifications to communication, such as the format of a communication form in a hospital, could have highly positive effects.

 

Lack of creativity

Groups may lack the necessary skills to become innovative, due to the unwillingness to risk or think outside the box. The organization may be unable to properly carry out its mandate during the process, effectively negating the whole purpose of a team (Nguyen, 2010; University of Queensland, 2017).

Teams are credited with being the hub of creativity. However, this may sometimes fail when the organization or team insists too much on unity and a common direction for the team, hereby removing any incentives for coming up with transformative ideas (University of Queensland, 2017).

The human relations theory is important in analyzing this issue. Where managers ask for subordination of creativity so that the task at hand is completed, they are viewing the workers as a part for the task. However, viewing holistically will give them the space needed to become creative (Miles, 1965).

To resolve this issue, the organization should make it clear that all opinions are valued, that each member should contribute their ideas, and that creativity is the most important reason for teamwork. The lack of creativity is especially seen in the government, where members may lack motivation and encouragement to advance their own ideas. By being more receptive, and having a clear mission and goals, this can be rectified (Denning, 2012).

In any team, conflict is always likely to happen, as the team is composed of team members who are different in character and approach to situation. However, it is how the conflicts are resolved that determines whether the team will ultimately be successful or not (University of Queensland, 2017; Nguyen, 2010).

Conflict resolution calls for fairness, and compromise. Without this, the team will be unable to properly work, and will not achieve its aims (Nguyen, 2010).

Again, Fayol’s principles of management can be used to explain this. When there are disagreements between team members, the organization’s interest should take precedence (Fayol, 1949). This is usually seen in political parties, where the individual ambitions and views of the members are usually subordinated in favor of the party’s overall goals.

Members who are in conflict should be encouraged to respect other ideas, and be ready to compromise. Additionally, they should be ready to negotiate to resolve issues (University of Queensland, 2017).

 

References

Denning, S. (2012). How To Make Government Innovative Again. Retrieved 09 06,2017, from forbes.com: https://www.forbes.com/sites/stevedenning/2012/03/06/could-government-invent-a-130mph-driverless-car/#1a42086d320f

Fayol, H. (1949). General and Industrial Management. London, England: Pitman.

Miles, R. E. (1965). Human relations or human resources? Harvard Business Review, 43(4), 148–157.

Nguyen, S. (2010). 8 common problems that teams encounter. Retrieved 05 06, 2017, from workplacepsychology.net: https://workplacepsychology.net/2010/12/17/eight-common-problems-teams-encounter/

Taran, S. (2011). An Examination of the Factors Contributing to Poor Communication Outside the Physician-Patient Sphere. McGill Journal of Medicine?: MJM, 13(1), 86.

University of Queensland. (2017). Problems associated with group work. Retrieved 05 06, 2017, from https://www.uq.edu.au/student-services/learning/problems-associated-group-work

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