Richard L. Daft - Management. 9th ed., 2010

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PART 5 LEADING480

As a new manager, use communication to tap into people’s imagination and

emotions. When inﬂ uencing or persuading, ﬁ rst listen and strive to understand the

other person’s point of view. And pay attention to nonverbal communication.

Nonverbal Communication

Body language is one aspect of nonverbal communication.

Nonverbal communication refers to messages sent through

human actions and behaviors rather than through words.

Managers are watched, and their behavior, appearance,

actions, and attitudes are symbolic of what they value and

expect of others.

Most of us have heard the saying that “actions speak

louder than words.” Indeed, we communicate without

words all the time, whether we realize it or not. Most man-

agers are astonished to learn that words themselves carry

little meaning. A signi cant portion of the shared under-

standing from communication comes from the nonverbal

messages of facial expression, voice, mannerisms, posture,

and dress. Without these cues, miscommunication may

occur.

Nonverbal communication occurs mostly face to face.

One researcher found three sources of communication cues

during face-to-face communication: the verbal, which are

the actual spoken words; the vocal, which include the pitch, tone, and timbre of a

person’s voice; and facial expressions. According to this study, the relative weights

of these three factors in message interpretation are as follows: verbal impact, 7 per-

cent; vocal impact, 38 percent; and facial impact, 55 percent.

To some extent, we

are all natural face readers, but facial expressions can be misinterpreted, suggesting

that managers need to ask questions to make sure they’re getting the right message.

Managers can hone their skills at reading facial expressions and improve their ability

to connect with and in uence followers. Studies indicate that managers who seem

responsive to the unspoken emotions of employees are more effective and successful

in the workplace.

Tuning in to the nonverbal messages of customers also has its bene ts. In an effort

to better serve customers during busy store hours, Ace Hardware turned employees

into “customer quarterbacks” whose job was to read nonverbal messages of custom-

ers as they entered the store. Each customer was classi ed, based on nonverbal cues,

as a browser, a mission shopper with no time to talk, or someone starting a new proj-

ect. Customer quarterbacks would then interpret their nonverbal cues to determine

how best to serve them.

Listening

One of the most important tools of manager communication is listening, both to

employees and customers. Most managers now recognize that important infor-

mation  ows from the bottom up, not the top down, and managers had better be

tuned in.

Some organizations use innovative techniques for  nding out what’s on

employees’ and customers’ minds. When Intuit’s president and chief executive of -

cer Stephen M. Bennett took over, the company instituted an annual employee sur-

vey that gives managers an opportunity to listen to employees’ feelings on a range

of company practices. Then, during the year, managers are encouraged to meet with

subordinates to gather more feedback. Since instituting these listening strategies,

turnover at Intuit has dropped from 24 percent to 12 percent. “Employees know

that we are serious about asking for their feedback, and we listen and do something

about it,” Bennett says.

TakeaMoment

Communication is conveyed

not only by what is said, but also how it is said and the facial

expressions and body language of the people involved. Face-to-

face communication is the richest channel of communication

because it facilitates these nonverbal cues and allows for imme-

diate feedback. Important issues should be discussed face-to-

face, such as in this meeting between two businesswomen.

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CHAPTER 16 MANAGING COMMUNICATION 481

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Managers are also tapping into the interactive nature of blogs to stay in touch

with employees and customers. Blogs, running Web logs that allow people to post

opinions, ideas, and information, provide a low-cost, always-fresh real-time link

between organizations and customers, employees, the media, and investors.

One

estimate is that 11 percent of Fortune 500 companies use blogs to keep in touch with

stakeholders.

One of the most active and successful bloggers is Jonathan Schwartz,

CEO of Sun Microsystems.

“One of the wonderful things about blogs is that I don’t have to walk through campus to

ﬁ gure out what’s on people’s minds. I just go to blogs.sun.com, and I read what they’re

thinking,” says Jonathan Schwartz, CEO of Sun Microsystems. Schwartz has his own blog

that allows him to communicate efﬁ ciently to a large number and variety of stakeholders.

“My No. 1 priority is ensuring my communications are broadly received. Blogging to me has

become the most efﬁ cient form of communication. When I blog, I’m talking to the world,”

says Schwartz.

Not only do blogs give organizations a human voice, they also enable companies to

inﬂ uence opinion, tap into the expertise and ideas of core constituents, and treat employees

and customers like friends rather than foes. Schwartz’s blog is written in an informational,

conversational style that keeps people coming back for more. Topics include updates on the

company’s mission, new product announcements, personal insights about his job as CEO,

and responses to employee questions and concerns.

Although the number of top executives using blogs is relatively small today, Schwartz

says, “In ten years, most of us will communicate directly with customers, employees, and the

broader business community through blogs. For executives, having a blog is not going to be

a matter of choice, any more than e-mail is today.”

Through his blog, Schwartz has gained access to volumes of feedback from cus-

tomers and employees. He recognizes the value of listening to this feedback and

responding with appropriate actions and information. Done correctly, listening is a

vital link in the communication process, shown in Exhibit 16.2.

Listening involves the skill of grasping both facts and feelings to interpret a

message’s genuine meaning. Only then can the manager provide the appropriate

response. Listening requires attention, energy, and skill. Although about 75 percent

of effective communication is listening, most people spend only 30 to 40 percent of

their time listening, which leads to many communication errors.

One of the secrets

of highly successful salespeople is that they spend 60 to 70 percent of a sales call let-

ting the customer talk.

However, listening involves much more than just not talking.

Many people do not know how to listen effectively. They concentrate on formulating

what they are going to say next rather than on what is being said to them. Our listen-

ing ef ciency, as measured by the amount of material understood and remembered

by subjects 48 hours after listening to a 10-minute message, is, on average, no better

than 25 percent.

What constitutes good listening? Exhibit 16.4 gives ten keys to effective listening

and illustrates a number of ways to distinguish a bad listener from a good listener.

A good listener  nds areas of interest, is  exible, works hard at listening, and uses

thought speed to mentally summarize, weigh, and anticipate what the speaker says.

Good listening means shifting from thinking about self to empathizing with the other

person and thus requires a high degree of emotional intelligence, as described in

Chapter 13.

As a new manager, your social disposition gives others glimpses into your managerial

style. Are you friendly and approachable? A good listener? Goal-oriented? Take the

New Manager Self-Test to learn more about your social disposition.

Sun Microsystems

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PART 5 LEADING482

EXHIBIT 16.4 Ten Keys to Effective Listening

Keys to Effective Listening Poor Listener Good Listener

1. Listen actively. Is passive, laid back Asks questions, paraphrases what is said

2. Find areas of interest. Tunes out dry subjects Looks for new learning

3. Resist distractions. Is easily distracted; answers phone or sends

text messages

Gives full attention, ﬁ ghts distractions, maintains

concentration

4. Capitalize on the fact that

thought is faster.

Tends to daydream Mentally summarizes; weighs the evidence

5. Be responsive. Avoids eye contact; is minimally involved Nods and shows interest

6. Judge content, not delivery. Tunes out if delivery is poor Judges content; skips over delivery errors

7. Avoid premature judgment. Has preconceptions Does not judge until comprehension is complete

8. Listen for ideas. Listens for facts Listens to central themes

9. Work at listening. Shows no energy; forgets what the speaker says Works hard; exhibits active body state and eye contact

10. Exercise one’s mind. Resists difﬁ cult material in favor of light,

recreational material

Uses heavier material as exercise for the mind

SOURCES: Adapted from Diann Daniel, “Seven Deadly Sins of (Not) Listening,” http://www.cio.com/article/print/134801 (accessed April 8, 2008); Sherman K. Okum,

“How to Be a Better Listener,” Nation’s Business (August 1975): 62; and Philip Morgan and Kent Baker, “Building a Professional Image: Improving Listening Behavior,”

Supervisory Management (November 1985): 34–38.

What Is Your Social

Disposition?

How do you come across to others? What is your

social disposition? To ﬁ nd out, please mark whether

each item below is Mostly True or Mostly False for you.

Mostly

True

Mostly

False

1. I want to climb the cor-

porate ladder as high as

I can.

2. I confront people when I

sense a conﬂ ict.

3. People consider me

cooperative and easy to

work with.

4. I like to get right to the

point.

5. I make quick decisions

usually without consult-

ing others.

6. I make a real effort to

understand other peo-

ples’ point of view.

7. I enjoy competing and

winning.

8. I like to get to the bot-

tom line.

9. I take a personal interest

in people.

SCORING AND INTERPRETATION: Give your-

self one point for items 1, 2, 4, 5, 7, and 8 that

you marked Mostly True and one point for items

3, 6, and 9 that you marked Mostly False. The

questions pertain to whether your social disposi-

tion is one of being focused and driven toward

personal success or whether you tend to come

across as affable and friendly. If you scored seven

or higher, you are probably ambitious and goal

oriented. A score of three or less would mean that

you probably are empathic, ask questions, and

enjoy collaborating with others.

A person with a driven disposition may be pro-

moted to manager, but may not be a good lis-

tener, fail to pick up on body language, or take

time to engage in dialogue. A manager has to get

things done through other people, and it helps to

slow down, listen, build relationships, and take

the time to communicate. Too much focus on

your personal achievement may come across as

uncaring. A new manager with a friendly disposi-

tion is often a good listener, makes inquiries, and

experiences fewer communication mistakes.

SOURCE: Based on “Social Styles,” in Paula J. Caproni, Man-

agement Skills for Everyday Life: The Practical Coach, 2nd ed. (Upper

Saddle River, NJ: Prentice-Hall, 2005), pp. 200–203.

New ManagerSelf-Test

CHAPTER 16 MANAGING COMMUNICATION 483

Leading

ORGANIZATIONAL COMMUNICATION

Another aspect of management communication concerns the organization as a whole.

Organization-wide communications typically  ow in three directions—downward,

upward, and horizontally. Managers are responsible for establishing and maintaining

formal channels of communication in these three directions. Managers also use infor-

mal channels, which means they get out of their of ces and mingle with employees.

Formal Communication Channels

Formal communication channels are those that  ow within the chain of command

or task responsibility de ned by the organization. The three formal channels and the

types of information conveyed in each are illustrated in Exhibit 16.5.

Downward

and upward communications are the primary forms of communication used in most

traditional, vertically organized companies. However, many of today’s organizations

emphasize horizontal communication, with people continuously sharing informa-

tion across departments and levels.

Electronic communication such as e-mail and instant messaging have made it eas-

ier than ever for information to  ow in all directions. For example, the U.S. Army is

using technology to rapidly transmit communications about weather conditions and

the latest intelligence on the insurgency to lieutenants in the  eld in Iraq. Similarly,

the U.S. Navy uses instant messaging to communicate within ships, across navy divi-

sions, and even back to the Pentagon in Washington. “Instant messaging has allowed

us to keep our crew members on the same page at the same time,” says Lt. Cmdr.

Mike Houston, who oversees the navy’s communications program. “Lives are at

stake in real time, and we’re seeing a new level of communication and readiness.”

Downward Communication The most familiar and obvious  ow of formal com-

munication, downward communication, refers to the messages and information sent

from top management to subordinates in a downward direction.

Managers can communicate downward to employees in many ways. Some of the

most common are through speeches, messages in company newsletters, e-mail, infor-

mation lea ets tucked into pay envelopes, material on bulletin boards, and policy

EXHIBIT 16.5

Downward, Upward, and

Horizontal Communication

in Organizations

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PART 5 LEADING484

and procedures manuals. Managers sometimes use creative approaches to down-

ward communication to make sure employees get the message.

Managers also have to decide what to communicate about. It is impossible for

managers to communicate with employees about everything that goes on in the orga-

nization, so they have to make choices about the important information to communi-

cate.

Unfortunately, many U.S. managers could do a better job of effective downward

communication. The results of one survey found that employees want open and hon-

est communication about both the good and the bad aspects of the organization’s

performance. But when asked to rate their company’s communication effectiveness

on a scale of 0 to 100, the survey respondents’ score averaged 69. In addition, a study

of 1,500 managers, mostly at  rst and second management levels, found that 84 per-

cent of these leaders perceive communication as one of their most important tasks,

yet only 38 percent believe they have adequate communications skills.

Managers can do a better job of downward communication by focusing on spe-

ci c areas that require regular communication. Recall our discussion of purpose-

directed communication from early in this chapter. Downward communication

usually encompasses these  ve topics:

1. Implementation of goals and strategies. Communicating new strategies and goals

provides information about speci c targets and expected behaviors. It gives direc-

tion for lower levels of the organization. Example: “The new quality campaign is

for real. We must improve product quality if we are to survive.”

2. Job instructions and rationale. These directives indicate how to do a speci c task

and how the job relates to other organizational activities. Example: “Purchasing

should order the bricks now so the work crew can begin construction of the build-

ing in two weeks.”

3. Procedures and practices. These messages de ne the organization’s policies, rules,

regulations, bene ts, and structural arrangements. Example: “After your  rst 90 days

of employment, you are eligible to enroll in our company-sponsored savings plan.”

4. Performance feedback. These messages appraise how well individuals and depart-

ments are doing their jobs. Example: “Joe, your work on the computer network has

greatly improved the ef ciency of our ordering process.”

5. Indoctrination. These messages are designed to motivate employees to adopt the

company’s mission and cultural values and to participate in special ceremonies,

such as picnics and United Way campaigns. Example: “The company thinks of its

employees as family and would like to invite everyone to attend the annual picnic

and fair on March 3.”

A major problem with downward communication is drop off, the distortion or loss

of message content. Although formal communications are a powerful way to reach

all employees, much information gets lost—25 percent or so each time a message is

passed from one person to the next. In addition, the message can be distorted if it

travels a great distance from its originating source to the ultimate receiver. A tragic

example is the following historical example.

A reporter was present at a hamlet burned down by the U.S. Army 1st Air Cavalry Division in

1967. Investigations showed that the order from the division headquarters to the brigade was:

“On no occasion must hamlets be burned down.”

The brigade radioed the battalion: “Do not burn down any hamlets unless you are abso-

lutely convinced that the Viet Cong are in them.”

The battalion radioed the infantry company at the scene: “If you think there are any Viet

Cong in the hamlet, burn it down.”

The company commander ordered his troops: “Burn down that hamlet.”

Information drop off cannot be completely avoided, but the techniques described

in the previous sections can reduce it substantially. Using the right communication

channel, consistency between verbal and nonverbal messages, and active listening

can maintain communication accuracy as it moves down the organization.

CHAPTER 16 MANAGING COMMUNICATION 485

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Upward Communication Formal upward communication includes messages

that  ow from the lower to the higher levels in the organization’s hierarchy. Most

organizations take pains to build in healthy channels for upward communication.

Employees need to air grievances, report progress, and provide feedback on manage-

ment initiatives. Coupling a healthy  ow of upward and downward communication

ensures that the communication circuit between managers and employees is com-

plete.

Five types of information communicated upward are the following:

1. Problems and exceptions. These messages describe serious problems with and

exceptions to routine performance to make senior managers aware of dif culties.

Example: “The printer has been out of operation for two days, and it will be at least

a week before a new one arrives.”

2. Suggestions for improvement. These messages are ideas for improving task-

related procedures to increase quality or ef ciency. Example: “I think we should

eliminate step 2 in the audit procedure because it takes a lot of time and produces

no results.”

3. Performance reports. These messages include periodic reports that inform man-

agement how individuals and departments are performing. Example: “We com-

pleted the audit report for Smith & Smith on schedule but are one week behind

on the Jackson report.”

4. Grievances and disputes. These messages are employee complaints and con icts

that travel up the hierarchy for a hearing and possible resolution. Example: “The

manager of operations research cannot get the cooperation of the Lincoln plant for

the study of machine utilization.”

5. Financial and accounting information. These messages per-

tain to costs, accounts receivable, sales volume, anticipated

pro ts, return on investment, and other matters of interest to

senior managers. Example: “Costs are 2 percent over budget,

but sales are 10 percent ahead of target, so the pro t picture

for the third quarter is excellent.”

Many organizations make a great effort to facilitate upward

communication. Mechanisms include suggestion boxes, employee

surveys, open-door policies, management information system

reports, and face-to-face conversations between workers and

executives.

Horizontal Communication Horizontal communication is

the lateral or diagonal exchange of messages among peers or

coworkers. It may occur within or across departments. The pur-

pose of horizontal communication is not only to inform but also

to request support and coordinate activities. Horizontal commu-

nication falls into one of three categories:

1. Intradepartmental problem solving. These messages take

place among members of the same department and con-

cern task accomplishment. Example: “Kelly, can you help

us  gure out how to complete this medical expense report

form?”

2. Interdepartmental coordination. Interdepartmental mes-

sages facilitate the accomplishment of joint projects or tasks.

Example: “Bob, please contact marketing and production and

arrange a meeting to discuss the speci cations for the new

subassembly. It looks like we might not be able to meet their

requirements.”

3. Change initiatives and improvements. These messages are

designed to share information among teams and departments

The National Oceanic and

Atmospheric Administration (NOAA)—a decentralized,

geographically dispersed agency with a mission to observe

and describe changes in the entire earth’s ecosystem—

serves other coastal resource management groups with

information, technology, and training. NOAA recently

established the Ofﬁ ce of Program Planning and Integration

to improve horizontal communication and create a more

coherent organization. For example, the new ofﬁ ce solicits

input during the strategic planning process from partners,

stakeholders, and employees, such as oceanographers

Michelle Zetwd and Chris Walters, shown here.

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PART 5 LEADING486

that can help the organization change, grow, and improve. Example: “We are

streamlining the company travel procedures and would like to discuss them with

your department.”

Recall from Chapter 9 that many organizations build in horizontal communica-

tions in the form of task forces, committees, or even a matrix or horizontal structure

to encourage coordination. At Chicago’s Northwestern Memorial Hospital, two doc-

tors created a horizontal task force to reduce the incidence of hospital-borne infec-

tions. The infection epidemic that kills nearly 100,000 people a year is growing worse

worldwide, but Northwestern reversed the trend by breaking down communication

barriers. Infectious-disease specialists Lance Peterson and Gary Noskin launched

a regular Monday morning meeting involving doctors and nurses, lab technicians,

pharmacists, computer technicians, admissions representatives, and even the mainte-

nance staff. The enhanced communication paid off. Over a three-year period, North-

western’s rate of hospital-borne infections plunged 22 percent and was roughly half

the national average.

Team Communication Channels

A special type of horizontal communication is communicating in teams. At W. L.

Gore, the chemical company best known for Gore-Tex, the core operating units are

small, self-managing teams.

Its team members work together to accomplish tasks,

and the team’s communication structure in uences both team performance and

employee satisfaction.

Research into team communication has focused on two characteristics: the extent

to which team communications are centralized and the nature of the team’s task.

The relationship between these characteristics is illustrated in Exhibit 16.6. In a

centralized network, team members must communicate through one individual to

solve problems or make decisions. In a decentralized network, individuals can com-

municate freely with other team members. Members process information equally

among themselves until all agree on a decision.

In laboratory experiments, centralized communication networks achieved faster

solutions for simple problems. Members could simply pass relevant information

to a central person for a decision. Decentralized communications were slower for

simple problems because information was passed among individuals until someone

 nally put the pieces together and solved the problem. However, for more complex

problems, the decentralized communication network was faster. Because all neces-

sary information was not restricted to one person, a pooling of information through

widespread communications provided greater input into the decision. Similarly, the

accuracy of problem solving was related to problem complexity. The centralized

EXHIBIT 16.6

Effectiveness of Team

Communication Networks

SOURCES: Adapted from A. Bavelas and D. Barrett, “An Experimental Approach to Organization Communica-

tion,” Personnel 27 (1951): 366–371; M. E. Shaw, Group Dynamics: The Psychology of Small Group Behavior (New York:

McGraw–Hill, 1976); and E. M. Rogers and R. A. Rogers, Communication in Organizations (New York: Free Press,

1976).

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CHAPTER 16 MANAGING COMMUNICATION 487

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networks made fewer errors on simple problems but more errors on complex ones.

Decentralized networks were less accurate for simple problems but more accurate

for complex ones.

The implication for organizations is as follows: In a highly competitive global

environment, organizations typically use teams to deal with complex problems. When

team activities are complex and dif cult, all members should share information in a

decentralized structure to solve problems. Teams need a free  ow of communica-

tion in all directions.

Teams that perform routine tasks spend less time processing

information, and thus communications can be centralized. Data can be channeled to

a supervisor for decisions, freeing workers to spend a greater percentage of time on

task activities.

Personal Communication Channels

Personal communication channels exist outside the formally authorized channels.

These informal communications coexist with formal channels but may skip hierar-

chical levels, cutting across vertical chains of command to connect virtually anyone

in the organization. In most organizations, these informal channels are the primary

way information spreads and work gets accomplished. Three important types of

personal communication channels are personal networks, the grapevine, and written

communication.

Developing Personal Communication Networks Personal networking refers

to the acquisition and cultivation of personal relationships that cross departmental,

hierarchical, and even organizational boundaries.

Smart managers consciously

develop personal communication networks and encourage others to do so. In a com-

munication network, people share information across boundaries and reach out to

anyone who can further the goals of the team and organization. Exhibit 16.7 illus-

trates a communication network. Some people are central to the network while oth-

ers play only a peripheral role. The key is that relationships are built across functional

and hierarchical boundaries.

The value of personal networks for managers is that people who have more

contacts have greater in uence in the organization and get more accomplished. For

example, in Exhibit 16.7, Sharon has a well-developed personal communication net-

work, sharing information and assistance with many people across the marketing,

manufacturing, and engineering departments. Contrast Sharon’s contacts with those

of Mike or Jasmine. Who do you think is likely to have greater access to resources and

EXHIBIT 16.7

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PART 5 LEADING488

more in uence in the organization? Here are a few tips from one expert networker for

building a personal communication network:

1. Build it before you need it. Smart managers don’t wait until they need some-

thing to start building a network of personal relationships—by then, it’s too late.

Instead, they show genuine interest in others and develop honest connections.

2. Never eat lunch alone. People who excel at networking make an effort to be vis-

ible and connect with as many people as possible. Master networkers keep their

social as well as business conference and event calendars full.

3. Make it win-win. Successful networking isn’t just about getting what you want;

it’s also about making sure other people in the network get what they want.

4. Focus on diversity. The broader your base of contacts, the broader your range of

in uence. Build connections with people from as many different areas of interest

as possible (both within and outside the organization).

Most of us know from personal experience that “who you know” sometimes

counts for more than what you know. By cultivating a broad network of contacts,

managers can signi cantly extend their in uence and accomplish greater results.

As a new manager, it is essential to build and nurture a personal communication

network. Refer back to the questionnaire at the beginning of the chapter to determine

the effectiveness of your networking skills. Networking plugs you into the grapevine

and supplements formal communication channels.

The Grapevine Although the word gossip has a negative connotation, it may actu-

ally be good for a company, especially during times of change, such as layoffs or

downsizing. In fact, gossip can be an invaluable tool for managers who may be able to

keep a better pulse on what’s happening in the workplace by relying on information

from employees who are known for spreading and knowing of ce gossip.

Gossip

typically travels along the grapevine, an informal, person-to-person communication

network that is not of cially sanctioned by the organization.

The grapevine links

employees in all directions, ranging from the CEO through middle management,

support staff, and line employees. The grapevine will always exist in an organization,

but it can become a dominant force when formal channels are closed. In such cases,

the grapevine is actually a service because the information it provides helps makes

sense of an unclear or uncertain situation. Employees use grapevine rumors to  ll in

information gaps and clarify management decisions. One estimate is that as much as

70 percent of all communication in a  rm is carried out through its grapevine.

The

grapevine tends to be more active during periods of change, excitement, anxiety, and

sagging economic conditions. For example, a survey by professional employment

services  rm Randstad found that about half of all employees reported  rst hearing

of major company changes through the grapevine.

Surprising aspects of the grapevine are its accuracy and its relevance to the orga-

nization. About 80 percent of grapevine communications pertain to business-related

topics rather than personal gossip. Moreover, from 70 to 90 percent of the details

passed through a grapevine are accurate.

Many managers would like the grapevine

to be destroyed because they consider its rumors to be untrue, malicious, and harm-

ful, which typically is not the case. Managers should be aware that almost  ve of

every six important messages are carried to some extent by the grapevine rather than

through of cial channels. In a survey of 22,000 shift workers in varied industries,

55 percent said they get most of their information via the grapevine.

Smart man-

agers understand the company’s grapevine. “If a leader has his ear to the ground,

gossip can be a way for him to get a sense of what his employees are thinking or feel-

ing,” says Mitch Kusy, an organizational consultant, psychologist, and professor at

Antioch University.

In all cases, but particularly in times of crisis, executives need

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CHAPTER 16 MANAGING COMMUNICATION 489

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to manage communications effectively so that the grapevine is not the only source

of information.

Written Communication Written communication skills are becoming increasingly

important in today’s collaborative workplace. “With the fast pace of today’s electronic

communications, one might think that the value of fundamental writing skills has

diminished in the workplace,” said Joseph M. Tucci, president and CEO of EMC Cor-

poration. “Actually, the need to write clearly and quickly has never been more impor-

tant than in today’s highly competitive, technology-driven global economy.”

Managers who are unable to communicate in writing will limit their opportunities

for advancement. “Writing is both a ‘marker’ of high-skill, high-wage, professional

work and a ‘gatekeeper’ with clear equity implications,” says Bob Kerrey, president

of New School University in New York and chair of the National Commission on

Writing. Managers can improve their writing skills by following these guidelines:

▪ Respect the reader. The reader’s time is valuable; don’t waste it with a rambling,

confusing memo or e-mail that has to be read several times to try to make sense

of it. Pay attention to your grammar and spelling. Sloppy writing indicates that

you think your time is more important than that of your readers. You’ll lose their

interest—and their respect.

▪ Know your point and get to it. What is the key piece of information that you

want the reader to remember? Many people just sit and write, without clarifying

in their own mind what it is they’re trying to say. To write effectively, know what

your central point is and write to support it.

▪ Write clearly rather than impressively. Don’t use pretentious or in ated language,

and avoid jargon. The goal of good writing for business is to be understood the

 rst time through. State your message as simply and as clearly as possible.

▪ Get a second opinion. When the communication is highly important, such as a

formal memo to the department or organization, ask someone you consider to be

a good writer to read it before you send it. Don’t be too proud to take their advice.

In all cases, read and revise the memo or e-mail a second and third time before

you hit the send button.

A former manager of communication services at consulting  rm Arthur D. Little

Inc. has estimated that around 30 percent of all business memos and e-mails are writ-

ten simply to get clari cation about an earlier written communication that didn’t

make sense to the reader.

By following these guidelines, you can get your message

across the  rst time.

INNOVATIONS IN ORGANIZATIONAL COMMUNICATION

Organizations with a high level of communication effectiveness develop strategies to

encourage dialogue, manage crisis communication, use feedback to develop employ-

ees, and create a climate of trust and openness.

Dialogue

Dialogue is a group communication process in which people together create a

stream of meaning that enables them to understand each other and share a view of

the world.

People may start out at polar opposites, but by talking openly, they dis-

cover common ground, common issues, and common goals on which they can build

a better future. Dialogue is never super cial; it is always a shared inquiry where

the participants seek a greater understanding of each other. To build and maintain

strong relationships, managers need to develop the ability to engage in dialogue.

When Whole Foods CEO John Mackey was heckled by an animal rights activist at an

ialogue

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