Please enable JavaScript.
Coggle requires JavaScript to display documents.
Barriers to communication - Coggle Diagram
Barriers to communication
Broken or ineffective communication is a major problem across businesses
It can decrease motivation and productivity and create conflict.
39% of employee time is usually spent on role-specific tasks, and almost 61% is spent on communication
replying to emails, communicating with external and internal stakeholders, and searching for and gathering information.
According to other research, almost 75% of all business communications do not achieve their desired results.
Types of communication barriers
Cultural barriers
Most businesses will have employees from different cultural backgrounds; this has increased with globalisation.
Cultural clashes occur when people have different understandings of ‘how we do things around here’
A barrier to communication in businesses is anything that interferes with the ability of employees to convey information in a timely and accurate manner
Linguistic barriers
When internal and external stakeholders speak different languages, this can cause communication difficulties.
Businesses that operate in a multinational context will face particular challenges with communication, though translation technologies have alleviated problems to some degree.
The use of jargon – terminology and technical phrases used by people in certain professions and industries – may also be a barrier to communication.
Emotional barriers
Managing or avoiding stress can support good communication. Strong emotions like anger or frustration can affect rational decision-making, cause conflict and hinder the transfer of information in the organisation.
Psychological and physiological barriers
Fear of public speaking, speech disorders, depression and other psychological or physiological issues may make it more difficult for the sender to convey information.
Physical barriers
Business communication may be affected by closed doors in the office, the inability to talk to or reach senior managers, or faulty equipment
Organisational barriers
A business may have complex organisational structures that can delay or hinder communication.
When there are many levels of hierarchy, this can delay information transfer and increase the chances of miscommunication.
Attitude and personality barriers
People in an organisation will have different personalities. Some may be outspoken and extrovert; some may be shy and introverted; some may be ambiverts.
Perception barriers
People in organisations may view or perceive things differently. This should be taken into consideration when making decisions.
Technological barriers
Many businesses are dependent on communication technology in order to run their operations and communicate with customers and suppliers.
Similarly, if an internal or external network goes down, users may not be able to use their communications devices.
Communications skills of the sender and receiver
A message that lacks clarity may confuse the receiver.
Form (type) of communication
The form of communication chosen may affect how the message is received.
If an inappropriate form of communication is used, it can pose a barrier to communication.
Strategies to overcome communication barriers
Direct strategies to improve communication
Using simple and clear language. Written and spoken communication should use clear language so that everyone understands the message
Active listening. Employees at every level should be active listeners. Asking questions and repeating what the communicator has said to confirm understanding are two important ways to listen actively.
Managing emotional states. When people feel overwhelmed, they may communicate frustration or anger along with the information they wish to convey.
Increasing contact. Managers and employees who spend more time together may be able to better judge when and how to use formal and informal communication appropriately.
Indirect strategies to improve communication
Induction and other training: When an employee joins a business, induction training could help them understand the expectations around formal and informal communication in the organisation.
Simplifying organisational structure: When organisations get too ‘tall’ the many levels of hierarchy and long chains of command can impede communication.
Recruiting for communication skills: Human resource managers should include good communication skills in the person specification for open positions in the organisation.
Changing appraisal methods: A move to more formative appraisal can improve feedback in the organisation, resulting in more consistent and effective communication between employees.