Following are some of the important barriers to effective communication:
(i) Semantic barriers:
Semantics is the branch of linguistics which deals with the meaning of words and sentences. Semantic barriers to communication are associated with problems and obstructions in the process Of encoding and decoding of message into words/impressions. Generally, such barriers emerge due to the use of incorrect words, faulty translation, variations in interpretation, etc. These are discussed below:
(a) Badly:
expressed message: Sometimes, a manager may be unable to convey the intended meaning to his followers or subordinates. These badly-expressed messages may be due to incorrect vocabulary, usage of wrong words, omission of the required words or statements etc.
(b) Symbols with different meanings:
One word may have multiple meanings. The receiver of the message has to perceive one such meaning for the word used by the communicator. Wrong perception results into communication problems.
(c) Faulty translations:
Sometimes, communication originally drafted, in one language (for e.g., English) requires to be translated into the language understandable to the employees (for e.g., Hindi). If the translator is not proficient in both English as well as Hindi, mistakes may emerge resulting into different meanings to communication.
(d) Unclear assumptions:
At times, communication may have certain assumptions which are subject to different interpretations. For example, a superior may tell his subordinate, “Take care of our guests”. Here, the superior may mean that the subordinate should take care of transport, food and accommodation of the guests until they stay there.
(e) Technical jargon:
Mostly, it is observed that specialists use technical jargon while explaining things to persons who are not specialists in the respective field. Therefore, they may not understand the actual meaning of various such words.
(f) Body language and gesture decoding:
Every movement of body communicates some or the other meaning. The body movement and gestures of the communicator matter a lot in conveying the right message. If there is mismatch between what is said and what is expressed in body movements, communication may be wrongly perceived.
(ii) Psychological barriers:
Emotional or psychological factors also act as barriers to communicators. For example, a distressed person cannot communicate in the proper manner and an angry receiver cannot understand the actual meaning of message. The state of mind of both the sender as well as the receiver of communication reflects in effective communication. Some of such psychological barriers include the following:
(a) Premature evaluation:
Many times, it is observed that the individuals evaluate the meaning of message even before the sender completes his message. Such premature evaluation may be a result of pre-conceived notions or prejudices against communication.
(b) Lack of attention:
The pre-occupied mind of the receiver and the consequent non-listening of the message serves as a major psychological barrier. For example, a subordinate explains about his problems to his superior who is pre-occupied with an important task before him. The superior does not understand the message and the subordinate stands disappointed.
(c) Loss by transmission and poor retention:
Successive transmissions of the message results in loss of, or transmission of inaccurate information. This happens when communication passes through various channels.
(d) Distrust:
Distrust between the communicator and the communicate also serves as a barrier. If the involved parties do not believe each other, they cannot understand each other’s message in its original form.
(iii) Organisational barriers:
The factors related to organisation structure, authority relationships, rules and regulations may, sometimes, also act as barriers to effective communication.
Following are some of these barriers:
(a) Organisational policy: If the explicit or implicit organizational policy is not supportive to free flow of communication, it may hinder the effectiveness of communication.
(b) Rules and regulations:
Communication may also be obstructed by rigid rules and complex and tiring procedures. In the same way, communication through a prescribed channel also may result in delays in decision-making.
(c) Status:
Status of the superior may create psychological distance between him and his followers or subordinates. In addition to this, a status conscious manager may even not allow his subordinates to express their feelings freely.
(d) Complexity in organizational structure:
Communication gets delayed and distorted in an organisation which has a large number of managerial levels because in such organizations the number of filtering points is more. :
(iv) Personal barriers:
The personal factors of both the sender as well as the receiver have influence.on effective communication. Following are some of the personal barriers of superiors and subordinates:
(a) Fear of challenge to authority:
If a superior has the perception that a particular communication may have an adverse impact on his authority, he or she may withhold or suppress such communication.
(b) Lack of confidence of superior on his subordinates:
If the superiors do not have confidence on the competency of their followers or subordinates, they may not seek or consider their advice or opinions.
(c) Unwillingness to communicate:
Sometimes, the subordinates may not be prepared to communicate with their superiors, if they perceive that this may negatively affect their interests. ,
(d) Lack of reasonable incentives:
If there is absence of motivation or incentive for communication, subordinates may not take initiative to communicate.
Following measures should be taken in order to overcome these barriers:
(i) Clarify the ideas before communication:
Before communicating the problem to his followers or subordinates, the manager himself should be clear about it in all perspectives. He should perform an in-depth analysis of the problem and explain it to the subordinates in a clear manner.
(ii) Communicate according to the needs of receiver:
The level of understanding of the receiver should be absolutely clear to the communicator. The manager should adjust his communication according to the education and understanding level of his subordinates.
(iii) Consult others before communicating:
The subordinates should be involved while developing the plan for communication before the message is actually conveyed to them. This would help to gain ready acceptance and willing cooperation of the subordinates.
(iv) Be cautious about the language, tone and content of message:
The contents of the message, its tone, the language used, and the manner in which the message is to be communicated are crucial aspects of effective communication. The language used should be understandable to the receiver and should not offend their sentiments. The message should be stimulating, so that it may evoke response from the listeners.
(v) Convey things of help and value to listeners:
It is better to know about the interests and needs of the people to whom the message has to be conveyed. If the message relates directly or indirectly to such interests and needs, it would certainly evoke response from them.
(vi) Ensure proper feedback:
The communicator may ensure the success of communication by asking questions associated with the message conveyed. The receiver of communication may also be encouraged to respond to the communication. The communication process may be improved by the feedback received so as to make it more responsive.
(vii) Communicate for present as well as future:
Communication is mostly needed to meet the existing commitments to maintain consistency. However, it should also aim at future goals of the business organisation.
(viii) Follow up communication:
There should be regular follow up and review of the instructions given to the subordinates. This helps in removing any obstacles in implementing the instructions, (ix) Be a good listener: The manager should be a good listener because patience and attentive listening itself solves half of the problems; The managers should also provide hints of their interest while listening to their followers or subordinates.
