The process of communication on its face appears to be simple, but it is actually quite complicated. Adler and Elmhorst state that the process begins with “a sender [or encoder], the person who transmits a message” (p. 5). The sender’s message is intended to elicit a response from a receiver, or the person who is supposed to receive the message. However, messages can convey information that is both deliberate and unintentional; for example, a manager may be abrupt while giving a subordinate feedback because he is late for a meeting, and consequently the manager’s feedback is construed as negative. Thus, it is incumbent upon the sender to develop a sense of awareness with regard to what is said and how it

Face-to-face settings are the most difficult because people are simultaneously senders and receivers, and as such the chances for miscommunication increase dramatically. Both the sender and receiver share the burden of reaching an understanding that is essential for effective communication, even though at times it may seem that the burden is on the sender to ensure that their message is received in its proper context. For example, one of the students in class (Barbara) made an excellent point regarding the role of the sender in taking the initiative to schedule a meeting with their manager in order to discuss issues the sender feels are important. It would be unfair of the sender in a work situation to expect the manager to know what issues are important. Therefore, the sender must set the stage by manipulating the physical context: schedule a meeting with the manager rather than broach the subject in the hallway or elevator. Adler and Elmhorst state that “physical context can influence the content and quality of interaction” (p. 7). Scheduling a meeting conveys to the manager that the issues discussed during that meeting are to be taken seriously because they are important to the sender. However, just as the burden was on the sender to initiate and schedule the meeting, the manager also has a responsibility to actively listen to the sender in order to help the sender communicate more effectively. The manager must take responsibility for understanding the content and feeling of what is being said. Adult learner Guide states that “by learning to identify what a sender means and how the sender feels about situations and problems, the [manager] can communicate acceptance and create a sense of trust” (p. 43).

The most frequent, and the most important, type of communication is listening. Despite the importance of listening in the course of effective communication, “research suggests that misunderstandings are the rule, rather than the exception” (p. 103). Just as surprising, “most business communicators don’t see themselves as lacking in this skill” (p. 103). There are numerous barriers to effective listening. One barrier is the relational message that is being sent. For example, relational messages can convey “affinity-the degree to which

Some topics in this essay:
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