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Barriers to Effective Communication Paper CJA/363 November, 08, 2010 Nelson Barnes Humans communicate with each other countless time throughout the day. Communication is to transfer an idea from the sender to the receiver(s), which may require feedback from the receiver. The communicated information can be in the form of a letter, e-mail, memo, or text message. The goal of communication is to convey a message that will be understood by the receiver(s) of the message.
Communication can be in the written form, verbal form, or nonverbal form of transferring information to the receiver(s). Communication barriers can prevent effective communication, which can hinder the flow of information between the sender and receiver(s). The following paper will discuss barriers to effective communication, and strategies implemented to overcome communication barriers. The process of communication and its components The sender has an idea and decides to communicate the information to another party or parties.
The sender then encodes the message by converting his or her information into words or gestures that will convey meaning to the receiver, but the encoding of the information has to be a shared system of understanding language or gestures that both parties understand without prejudice. This stage of conveying communication is very crucial because different words have different meaning to different people especially in different work populations.
To avoid bypassing the sender has to be mindful of the intention and use of his or her words, and he or she should refrain from slang or jargon in communications with others that may not be aware of the intended meanings. The message can be received via telephone, fax, memo, face-to-face, letter, or web camera, the sender decides on the proper communication channel to send the message. The sender has to remove the necessary noise that may be attached to the message, and this can be accomplished by proof reading for typographical errors in the written communications.
The channel noise may also be in the form of an inappropriate selection for sending the message as firing an employee in an email or memo. The individual to whom the message was transmitted is the receiver of the message. The receiver’s job is to translate the message from the sender into words or symbols that he or she can comprehend. This process is decoding and can be difficult at times because the sender and receiver may not share the same definitions for the words used in the message. The message needs to be barrier free from physical, and culture.
The receiver’s response is feedback, and this will contain a message informing the sender that the message was received and comprehended as intended by the sender. Feedback can continue between parties and additional parties to the communication process (Wallace, Roberson, 2009). Differences between listening and hearing in communication The difference between listening and hearing are the individual’s ability to perceive sound using his or her ears, which is the act of hearing. Individuals without a hearing impairment can perceive sound using his or her ears.
Sound can be in the form of music, birds chirping, or the tone of a speaking voice. In communication a receiver may hear the sender’s message without paying attention to the content of the message he or she has perceived sound but he or she has not taken the information into account (University of Minnesota Duluth, 2006). Listening is a conscious effort on the receivers’ behalf that allows conveyed information by the sender to be processed by the brain of the listener. This process attaches meanings from words and sentences being conveyed.
The listener processes this information whereas the sender is verbally communicating with the receiver. The receiver of the information concentrates as the sender is speaking before he or she responds to the conveyed information. Listening allows the receiver to learn new-found information from the sender. In communication effective listening allows the individual to receive the information, learn from the information, and apply the information to his or her professional lives (University of Minnesota Duluth, 2006). The formal and informal channels of communication
The flow of communication is the hierarchical pattern that characterizes strictly formal information flow from the top down, in Military and criminal justice organizations. The flow of communication can also flow upward as well as horizontal within an organization from subordinates to management, or between same level officers. The manager wants to convey a formal message or transfer an idea to subordinates. The message of the communication is found in three categories: orders, procedures, and personnel information.
Management within a specific department or division of an organization will use these methods to inform subordinates of any departmental changes. These categories are significant in management’s efficiency to convey written communications properly (Wallace, Roberson, 2009). Upward communication flows from the bottom of an organization to the top, which is information from subordinates that flows up to management. This flow of communication is also divided into three categories: performance communication, information, and clarification.
The last method of flow communication is horizontal communication, which is the flow of communication between same level officers. This flow of communication is also divided into three categories: coordination, social issues, and problem solving. In the criminal justice system this flow of communication can save time and bridge the communication gap between different divisions or departments as information is exchanged between peers. There will always be formal and informal flow of communication and information within any organization to ensure every member of the organization is informed of all forms of departmental changes.
The downward flow of communication from management consists of policy and procedures, performance evaluations, notice of open positions, and changes in shift assignments. There will always be an upward flow of communication from employees needing clarification on assignments or the proper method of submitting timesheets. There will always be horizontal flow of communication between same level officers informing each other on subjects ranging from formal and informal communication.
All three flows of communication ensure that every member within the organization is informed on some level of different departmental changes (Wallace, Roberson, 2009). Different barriers to effective communication Cultural differences are one of the most common barriers to effective communication. Individuals come from different families, cultures, and set of norms. These differences can hinder the flow of information and understanding each other. For example, in Middle Eastern and Hispanic cultures it is common for the males of the family to make family decisions without assistance from female family members.
In The Untied States this is not common and would be misunderstood. When cultural differences are present effective verbal communication is vital for comprehension (Wallace, Roberson, 2009). Language also poses a barrier to effective communication. When two people speak the same language misunderstandings can still exist. For example, a person from New York City and a person from Philadelphia may both speak English, but the dialects and slang may hinder effective communication.
The use of slang or jargon may cause a barrier of understanding. Most individuals have a certain amount of time when his or her mind is the most alert. The attention span of children can vary from a few seconds to a minute. The attention span of most adults can vary from one to five minutes. When an individual’s attention span has reached its limit he or she is no longer engaged in the flow of communication. For example, in most relationships where one partner will ask the other “Did you hear what I said? Of course the partner heard sound, but he or she were not engaged in the conversation and therefore were not actively listening. An awareness of the attention span of other will assist in overcoming a communication barrier (Wallace, Roberson, 2009). Physical barriers to communication may include outdated computer software or being in different locations. Many organizations have difficulty transmitting interdepartmental communication. For example, employees may not be proficient in current computer software, which may create an internal organizational barrier to effective communication.
In closing, implemented strategies to overcome communication barriers when communicating face-to-face the message the sender should not be distracted and maintain direct eye contact with the receiver(s) of the message. Oral communication must be clear by using accurate words that the audience can easily understand. The sender should be an attentive and active listener. Ask for clarifications to understand the content of the message. Permit the participants to express feedback to ensure the message was understood. The message should be clear to prevent any misunderstandings.
After the sender has communicated the verbal message the sender should ask the receiver if he or she understood everything conveyed, or ask the receiver if he or she has any questions to ensure the receiver comprehends the message. Reference Hearing vs. Listening University of Minnesota Duluth (2006). Retrieved From: http://www. d. umn. edu/kmc/student/loon/acad/strat/ss_hearing. html Wallace, H. , Roberson, C. (2009). Written and Interpersonal Communication: Methods for Law Enforcement. (4th edition). Pearson Education