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OVERCOMING BARRIERS TO
COMMUNICATION
Bernard L. Erven Department of Agricultural, Environmental, and Development Economics Ohio State University
Communication plays a major role in employer-employee relationships on farms. It also affects the relationships among family members on the management team. Although effective communication does not guarantee success of a farm business, its absence usually assures problems. A communication problem may soon become a crisis or it may linger on for years.
More specifically, communication influences the effectiveness of the hiring and training of employees, motivation of employees, providing daily instructions, performance evaluations and the handling of discipline problems. These are the obvious roles of communication. Communication also affects the willingness of employees to provide useful suggestions. Employees feeling a part of the business requires communication. In fact, for employees to make the important evolution from "workers" to "working managers" requires effective communication between supervisors and employees.
Employees typically are hesitant to state their goals, their concerns and their disappointments. Of course, an employee may be a complainer and share views to the point a supervisor silently begs for less "communication." Much more common is the need to better understand what an employee is "really thinking."
This paper is about improving communication skills. Removing barriers to communication is one of the easiest ways to improve communication. Removing these barriers starts with an understanding of a communication model. This paper should help managers think about their own communication skills and the way they communicate day-to-day back home.
Communication Model
The model in Figure 1 identifies the major components in the communication process. The process starts with a sender who has a message for a receiver. Two or more people are always involved in communication. The sender has the responsibility for the message.
The sender's message travels to the receiver through one or more channels chosen by the sender. The channels may be verbal or non-verbal. They may involve only one of the senses, hearing for example, or they may involve all five of the senses: hearing, sight, touch, smell, and taste. Non-verbal communication, popularly referred to as body language, relies primarily on seeing rather than hearing.
Figure 1. Communication Model (To be filled in by participants.)
The sending of a message by an appropriate channel to a receiver appears to have completed the communication process or at least the sender's responsibility. Not so! After sending the message, the sender becomes a receiver and the receiver becomes a sender through the process of feedback. Feedback is the receiver's response to the attempt by the sender to send the message. Feedback is the key to determination by the sender of whether or not the message has been received in the intended form. Feedback involves choice of channel by the receiver of the original message. The channel for feedback may be quite different from the original channel chosen by the sender. A puzzled look may be the feedback to what the sender considered a perfectly clear oral instruction.
Effect on the receiver completes the communication process. Effective communication is the original sender having the desired effect on the receiver. Communication at its best minimizes misunderstanding between sender and receiver. The sender cannot transplant a message or idea. Ineffective communication means there was no effect on the receiver or the effect was unexpected, undesired and/or unknown to the sender.
This simplified version of a complex process can be a powerful tool for thinking about one's communication skills, diagnosing communication problems and developing plans for improvement of communication. The good news about communication is that improvement is usually possible. The bad news is that perfection in communication escapes everyone.
Barriers to Communication
spouse is more sincere than a request to the employee to say "Happy Birthday" to the spouse.
Simple rules for selection of a channel cause more problems than they solve. In choice of a channel, the sender needs to be sensitive to such things as the complexity of the message (good morning versus a construction contract); the consequences of a misunderstanding (medication for a sick animal versus a guess about tomorrow's weather); knowledge, skills and abilities of the receiver (a new employee versus a partner in the business); and immediacy of action to be taken from the message (instructions for this morning's work versus a plan of work for 1994).
- Language - Words are not reality. Words as the sender understands them are combined with the perceptions of those words by the receiver. Language represents only part of the whole. We fill in the rest with perceptions. Trying to understand a foreign language easily demonstrates words not being reality. Being "foreign" is not limited to the language of another country. It can be the language of another farm. The Gerken house may be where the Browns now live. The green goose may be a trailer painted red long after it was given the name green goose. A brassy day may say much about temperature and little about color.
Each new employee needs to be taught the language of the farm. Until the farm's language is learned, it can be as much a barrier to communication as a foreign language.
- Lack of feedback - Feedback is the mirror of communication. Feedback mirrors what the sender has sent. Feedback is the receiver sending back to the sender the message as perceived. Without feedback, communication is one-way.
Feedback happens in a variety of ways. Asking a person to repeat what has been said, e.g., repeat instructions, is a very direct way of getting feedback. Feedback may be as subtle as a stare, a puzzled look, a nod, or failure to ask any questions after complicated instructions have been given. Both sender and receiver can play an active role in using feedback to make communication truly two-way.
Feedback should be helpful rather than hurtful. Prompt feedback is more effective that feedback saved up until the "right" moment. Feedback should deal in specifics rather than generalities. Approach feedback as a problem in perception rather than a problem of discovering the facts.
- Poor listening skills - Listening is difficult. A typical speaker says about 125 words per minute. The typical listener can receive 400-600 words per minute. Thus, about 75 percent of listening time is free time. The free time often sidetracks the listener. The solution is to be an active rather than passive listener.
One important listening skill is to be prepared to listen. Tune out thoughts about other people and other problems. Search for meaning in what the person is saying. A mental
outline or summary of key thoughts can be very helpful. Avoid interrupting the speaker. "Shut up" is a useful listening guideline. "Shut up some more" is a useful extension of this guideline. Withhold evaluation and judgment until the other person has finished with the message. A listener's premature frown, shaking of the head, or bored look can easily convince the other person there is no reason to elaborate or try again to communicate his or her excellent idea.
Providing feedback is the most important active listening skill. Ask questions. Nod in agreement. Look the person straight in the eye. Lean forward. Be an animated listener. Focus on what the other person is saying. Repeat key points. Active listening is particularly important in dealing with an angry person. Encouraging the person to speak, i.e., to vent feelings, is essential to establishing communication with an angry person. Repeat what the person has said. Ask questions to encourage the person to say again what he or she seemed most anxious to say in the first place. An angry person will not start listening until they have "cooled" down. Telling an angry person to "cool" down often has the opposite effect. Getting angry with an angry person only assures that there are now two people not listening to what the other is saying.
- Interruptions - A farm is a lively place. Few days are routine. Long periods of calm and quiet rarely interrupt the usual hectic pace. In this environment, conversations, meetings, instructions and even casual talk about last night's game are likely to be interrupted. The interruptions may be due to something more pressing, rudeness, lack of privacy for discussion, a drop-in visitor, an emergency, or even the curiosity of someone else wanting to know what two other people are saying.
Regardless of the cause, interruptions are a barrier to communication. In the extreme, there is a reluctance of employees and family members even to attempt discussion with a manager because of the near certainty that the conversation will be interrupted. Less extreme but serious is the problem of incomplete instructions because someone came by with a pressing question.
- Physical distractions - Physical distractions are the physical things that get in the way of communication. Examples of such things include the telephone, a pick-up truck door, a desk, an uncomfortable meeting place, and noise.
These physical distractions are common on farms. If the phone rings, the tendency is to answer it even if the caller is interrupting a very important or even delicate conversation. A supervisor may give instructions from the driver's seat of a pick-up truck. Talking through an open window and down to an employee makes the truck door a barrier. A person sitting behind a desk, especially if sitting in a large chair, talking across the desk is talking from behind a physical barrier. Two people talking facing each other without a desk or truck-door between them have a much more open and personal sense of communication. Uncomfortable meeting places may include a place on the farm that is too hot or too cold. Another example is a meeting room with uncomfortable chairs that soon cause people to want to stand even if it means cutting short the discussion. Noise is
