presentation on barriers of communication

The Barriers to Effective Communication

Effective communication is crucial in any professional setting.

Whether you’re participating in a meeting, conversing with your colleagues, or attending a presentation, navigating through communication barriers can be challenging. These barriers often obstruct the smooth flow of information, leading to misunderstandings that waste valuable time and resources.

Therefore, it is vital to identify these barriers and find ways to minimize their impact.

In this article, we’ll explore common communication barriers across different industries and provide practical solutions to bridge these gaps. So, let’s dive in and see how you can enhance communication within your team!

Table of Contents

What is a communication barrier?

Before we dive deep into the 8 types of communication barriers, we’ll look at how communication barriers are defined in the professional world.

In essence, any problem or obstacle that gets in the way of the communication process qualifies as a communication barrier .

The truth is, rarely any communication situation is devoid of communication barriers, as they can occur at any stage of the interaction. For this reason, it’s essential that we become familiar with specific causes and learn how to overcome communication barriers in the workplace.

Although classifications vary, the most common communication barriers are:

Physical barriers,
Perceptual barriers,
Emotional barriers,
Cultural barriers,
Language barriers,
Gender barriers,
Interpersonal barriers , and
Organizational barriers .

Given that each of the above barriers has its own challenges, merely knowing the classification isn’t enough to optimize workplace communication.

As we’ve mentioned, we’re bound to run into obstacles in professional communication.

But, this doesn’t mean that barriers to communication doom all business interactions to failure. By learning more detail about communication barriers, you’ll get a clear overview of how they impact conversation and understand which preventative measures to take.

Physical barriers to effective team communication + solutions

Physical barriers to communication represent the various environmental and natural conditions that act as barriers between the senders and receivers of information .

These physical barriers include challenges related to:

Time and distance,
Personal space,
Workplace design,
Work environment, and
Background noise.

Physical barrier #1: Time and distance

The barriers related to time and distance typically affect remote teams whose members work from home.

Remote teammates do not work in the same office or even at the same time. Instead, they may operate on a different continent and time zone . This makes real-time communication difficult and in-person communication inconvenient or near impossible — unless one teammate is willing to accommodate the other, work at night, or fly across the globe regularly.

Example of a communication barrier based on time and distance

Let’s look at a remote software developer team consisting of 5 software developers who live across the globe.

The developers are already geographically apart — and the time difference means they are unlikely to work at the same time.

For example, the project manager may start working at 9 a.m. EST when their teammates have started wrapping up work at 3 p.m. CET.

Because of these time differences, the team can rarely work together at the same time — and they need to find other ways to collaborate .

Physical barrier #2: Personal space

In verbal, face-to-face communication , personal space plays a crucial role.

Namely, the distance that applies only to in-person communication may act as a facilitator to good communication or as a barrier to effective communication — depending on whether it’s adequately interpreted and arranged.

We can recognize 4 types of distance between in-person communicators:

Intimate space : The distance between the communicators is less than 18 inches (0.45 meters). It’s usually reserved for close relationships, such as between a parent and child or between partners.
Personal space : The distance between communicators is 2–3 feet (0.6–0.9 meters). It’s typically associated with friends and peer groups.
Official space : The distance between communicators is 4–5 feet (1.2–1.5 meters), depending on the type of information transmitted. This type of space is associated with official situations, such as most communication situations at work .
Public space : The distance between communicators is over 10 feet (3 meters). Public space is associated with speakers and listeners in public situations, like speaking events.

Reducing these space requirements may lead to awkward or embarrassing situations.

But, this depends on a person’s culture .

Namely, people from the US and Northern Europe dislike having their personal space violated.

But, people from South American countries and the Middle East belong to so-called “contact cultures.” This means they’re more comfortable with people coming closer, even if they’re not close friends.

This makes space not only a physical barrier to effective communication but often a cultural one as well.

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presentation on barriers of communication

Example of a communication barrier based on personal space

In the conference room of a marketing agency, employees Steve and Manuel are sitting in the front row listening to the company’s head of HR, Charlotte, deliver a speech about the company’s planned cultural development.

The conference room is relatively small, but there are a lot of employees — they needed to squeeze in 10 rows, so the front row is only 3 feet away from Charlotte.

Charlotte needs to keep her voice loud so that the people in the back row can hear her clearly.

Because of this, she appears too loud to Steve and Manuel, who are thus more focused on the discomfort they are feeling because of Charlotte’s voice volume than on the message she is trying to convey.

Physical barrier #3: Workplace design

Workplace design has a crucial influence on communication effectiveness in the workplace.

For example, the seating arrangements can facilitate effective communication — when team members who need to communicate and collaborate daily are seated at connected desks.

But, the seating arrangement can also become a barrier to communication, primarily when it isn’t addressed promptly.

Example of a communication barrier based on workplace design

What do difficulties with office layout look like in practice? We’ll look at a customer support team whose workstations are in the same area to learn more.

Although the team members work from the same room, their desks are separated by cubicles.

Whenever an emergency arises or teammates want to speak to each other, they need to go from cubicle to cubicle to pass on information. They face similar difficulties when they want to ask or answer a question.

This practice slows down their response time for customers and lowers their overall efficacy.

Physical barrier #4: Work environment

The chief element of a work environment that may hinder effective communication is comfort — or, more precisely, the potential lack of it .

Namely, if the company or home office is too hot or cold , people may not be able to fully focus on the information being communicated in business situations. The same applies if the desks and chairs are too low or high or the office lighting is too bright or dim.

Example of a communication barrier based on work environment

Have you ever shared an office with a coworker? If so, you may have found yourself in Matt or David’s shoes.

Matt and David are 2 sales specialists that work in a shared office.

The desks in their office are too low for their liking, while the comfortableness of their chairs leaves a lot to be desired.

Moreover, they often have disputes about the thermostat. Matt often finds that it is too hot, while David often finds that it is too cold.

Because of these work environment issues, the 2 sales specialists are occasionally unfocused while conversing with customers, each other, and colleagues.

Physical barrier #5: Background noise

Noise is a common barrier to communication in the workplace. Background noise can stem from several reasons, including:

Colleagues talking nearby (often experienced by people who work in an office),
Family members, roommates, or partners talking nearby (often experienced by people who work from home),
Copy machines, kitchen noise, and other inside noises, and
Outside noises from thunderstorms, traffic, or lawn equipment.

While some people can tune out and ignore the above distractions, most struggle to maintain their cognitive performance when exposed to loud intermittent noises.

Interestingly, introverts may have more problems focusing in noisy environments. A study from a research center in Glasgow examined the effect of background noise on both extroverts and introverts.

Although both groups performed poorly when background noise was present, the noise distractions significantly impacted the introverted participants. Since introverts are more sensitive to external stimuli, it’s unsurprising that loud environments prevent them from doing their best work.

So, the extent to which noises prevent us from focusing on our tasks may be down to our personality type.

Example of a communication barrier based on background noise

To glean just how distracting background noise can be in the workplace, we’ll look at Adam, Leila, and Craig, who are all members of the content team.

Since their workstations are close together, even the slightest noise can be a major disturbance — especially when Adam cranks up the volume.

While creating content, Adam likes to listen to popular music. He uses headphones, but the music is loud enough for Craig and Leila to hear everything.

Leila and Craig often need to talk about the content she writes. But, the fact they can hear Adam’s music often distracts them from the points they are trying to make.

Perceptual barriers to effective team communication + solutions

Perceptual barriers to communication represent the mental blocks people may have that influence their perceptions about specific people, topics, or events .

These perceptions form intra-personal barriers that affect how people send, receive, or interpret messages in conversations.

Perceptual barriers to effective communication include perceptual filters but also nonverbal language .

Perceptual barrier #1: Perceptual filters

Perceptual filters to effective communication include our:

Thoughts,
Cognitive biases ,
Assumptions,
Preferences,
Values, and
Attitudes.

Unfortunately, these “filters” may lead to misunderstandings, stereotyping, and assumptions in communication. Such “filters” often make us closed-minded to opinions that are different from our own or ideas that go beyond what we consider “ usual ,” “ expected ,” or “ normal .”

Example of a communication barrier based on perceptual filters

We all construct our model of the world based on past experiences, which means that our filters usually lead to a few blind spots.

Consequently, these blind spots can negatively affect the people around us, as is the case with Erica, who has just joined a team of medical surgeons.

She just finished her specialization and is the daughter of the head of the hospital. Because of this, Erica’s colleagues assume she is inexperienced and, even worse, admitted to the team simply because her father appoints the staff.

Erica is also a staunch supporter of new surgical research — research her colleagues are still wary of.

Because of their assumptions and differences in values, the rest of the surgical team tends to ignore Erica during breaks.

As a result, Erica is often left in the dark about important happenings in the hospital.

Perceptual barrier #2: Nonverbal language

Nonverbal facial expressions, triggers, and cues represent the body language people emit while communicating.

This body language may be connected with the intended meaning of the messages the communicator is trying to convey. But, it may also be intentionally or unintentionally misleading.

In line with that, other people may perceive the nonverbal language of their fellow communicators correctly, or they might misinterpret it.

Example of a nonverbal language challenge

How can nonverbal language give rise to problems in the workplace? Let’s take Noah and Larissa, the only customer support specialists in an online fashion shop, as an example.

Recently, a customer has returned a valuable shipment, asking for a full refund. The reason cited is that a customer support specialist led her on about the color of the dresses ordered.

Julia, the head of customer support, calls up Noah and Larissa to discuss the matter and find the person responsible.

During the separate interviews, both Noah and Larissa deny it was them — but both display deceptive behavior, including:

Averting their eyes when answering questions,
Showing signs of alarm and panic,
Fake smiling, and
Fidgeting and looking stressed.

In truth, Noah is the one to blame.

Larissa is just nervous because she’s being interrogated on such an important matter.

The problem is that Julia cannot immediately spot the liar because her perception of Noah’s and Larrisa’s nonverbal language tells her they are both lying.

Emotional barriers to effective team communication + solutions

Emotional barriers to communication represent the emotions that may hold you back from communicating what you want to your teammates . These emotions might also stop you from listening to others attentively and accepting their point of view.

These key emotional barriers include:

Emotional barrier #1: Anger

Anger is an emotional barrier to communication that affects how your brain processes information.

Because of anger, you are less likely to be logical in discussions.

Moreover, you are less likely to contribute productively to solving problems — and more likely to oppose other people’s ideas.

The people you are projecting your anger to will usually become defensive, scared, or hurt.

As a result, people may hesitate to contact you in case of an emergency — even if you objectively are the best person to solve the problem.

Example of a communication barrier based on anger

Emotional barriers to communication can be detrimental to team collaboration . When those in leadership positions don’t know how to manage their anger , teamwork suffers the brunt of this emotion, as evidenced by Ginny’s situation below.

Ginny is a project manager at a software development company.

The project she is currently working on is late, and she has organized an emergency meeting to discuss what can be done to speed up and re-organize work.

During the discussion, Ginny becomes frustrated with her team’s perceived lack of urgency and starts calling on individual teammates to explain their work processes.

A couple of teammates become defensive, and Ginny angrily rejects their explanations. She even dismisses the fact-based reasons that show Ginny herself disregarded the original deadline estimates and defined an overly ambitious project deadline on her own.

After the meeting, the team goes back to work.

They may work with more focus in the future, but they now feel wary of Ginny and are reluctant to ask for help in the future — even if they think that they need to.

Emotional barrier #2: Pride

Pride is an emotional barrier that inhibits healthy communication in several ways.

For one, pride as an emotion implies you take pride in what you say and do. When this feeling gets the better of you, you might talk more than you listen — and active listening is an essential skill of effective communicators.

As a result, teammates become wary of inviting you to brainstorming sessions — because your idea always needs to be the best one, or else you become difficult to work with.

Example of a communication barrier based on pride

Are you unsure how pride could impede successful teamwork and collaboration ? To get more insight, we’ll turn to Oliver, a social media marketer at a marketing agency.

At every brainstorming session, he is the loudest when presenting his ideas. He is quick to dismiss the opinions of others with methodical flair.

His accomplishments are celebrated the longest, and he never makes mistakes (at least, not mistakes he owns up to).

Consequently, his teammates have come to dread daily meetings. They tend to let Oliver talk and often feel unmotivated to outtalk him. This dreary cycle continues, even if they have something important to say or ask.

Emotional barrier #3: Anxiety

Anxiety is another emotional barrier to effective communication that can diminish the efficacy of your communication skills.

This emotion prevents you from becoming an effective communicator by eating away at your concentration. Instead of paying attention to others, you become increasingly preoccupied with what you want to say.

Moreover, anxiety may push you to avoid certain social situations and save yourself from embarrassment or difficult conversations , even in a professional setting.

Example of a communication barrier based on anxiety

Let’s delve deeper into how anxiety can generate persistent fear and worry and stop us from putting our best foot forward in the workplace.

That’s exactly what it does to Daniel, an HR specialist in charge of recruiting, screening, interviewing, and onboarding workers .

At the end of each month, he attends a meeting with the head of the HR department, the CEO, and the leaders of other departments. During this meeting, they discuss his progress with the job positions they’ve requested.

Daniel’s talent with most tasks is noteworthy. But, his meeting anxiety creeps up each time he needs to attend the said monthly meeting.

Due to his situational anxiety, he often forgets to highlight his accomplishments and struggles to articulate answers to the audience’s questions. Although his achievements are commendable, his less-than-confident presentations make people question his capacity to handle his HR duties and grow in the future.

Cultural barriers to effective team communication + solutions

According to Joynt & Warner (1996), culture is “ the pattern of taken-for-granted assumptions about how a given collection of people should think, act, and feel as they go about their daily affairs .”

In line with this definition, cultural barriers to communication represent the different culture-related behavior patterns that may arise as obstacles to well-balanced communication among teammates .

These culture-related behavior patterns may revolve around:

Language,
Nonverbal language, and
Cultural norms, beliefs, and values.

They may also manifest as:

Stereotypes or
Status-based self-importance.

Cultural barrier #1: Language

Language barriers to communication can be detrimental, especially for teams across the globe. After all, it’s not uncommon to find people with different native languages in remote-first organizations .

For all their benefits, work-from-anywhere initiatives bring a unique set of drawbacks because if you don’t understand your teammates and they don’t understand you, communication breaks down .

Example of a communication barrier based on language

We’ve already discussed how physical barriers like time and distance prevent teams from collaborating smoothly. Now, what happens when you add a language barrier to the mix?

In a software development team, the manager notices persistent communication issues. Namely, two team members are French-Canadian and much better at speaking their minds in French than English.

However, the remaining two teammates are from the UK, and English is their mother tongue. Worried about the direction the team is heading, the manager holds an emergency meeting, where the group realizes that they have one language in common: French.

The manager took advanced French courses in university, and the coworkers from the UK got their degrees in Paris.

Because of this, the team decides to use French for all official correspondence.

Cultural barrier #2: Nonverbal language

We already discussed nonverbal language when addressing the perceptual barriers to effective communication.

However, nonverbal language can also be connected with the speaker’s culture. The same gestures or facial expressions can have different meanings in different cultures.

In such cases, we regard nonverbal language as a crucial culture-based communication barrier.

Example of a nonverbal language challenge (as a cultural barrier)

Let’s look at a software development team with members from different cultural backgrounds.

During a video meeting, the group encounters a nonverbal language challenge. The team lead, Olivia, from Wales, accidentally mutes her microphone while Nicholas, a QA specialist from Greece, presents a new feature.

When Nicholas asks for Olivia’s approval, she nods her head once and gives a thumbs-up gesture. However, this unintentionally unnerves the team members from Greece, Turkey, and Bangladesh.

Olivia is unaware that a single nod signifies “ No ” in Greece and Turkey, and in Bangladesh, a thumbs-up is considered offensive.

It takes some time for Olivia to explain her intended meaning and bridge the communication gap caused by cultural differences.

The best way to avoid miscommunication and misunderstandings caused by these cultural differences is to learn about the nonverbal communication patterns of your teammates.

Ask if they’re comfortable sharing about their culture and beliefs so that you gain further context. And, if your company offers such programs, pay attention to cross-cultural training.

Cultural barrier #3: Cultural norms, beliefs, and values

Each culture holds its own cultural norms, beliefs, and values. These are shared standards within a given culture, as well as human behaviors that support them. Consequently, these behaviors are met with social approval or disapproval.

Holidays, religions, customs, signs of respect, and even rules for proper business conduct may differ from culture to culture.

As a result, people from different cultures may struggle to communicate effectively because they might perceive the behavior of their fellow communicators as unusual, uncomfortable, or simply disrespectful.

Of course, this is rarely the intention of the communicators, who have merely made an honest mistake.

Example of a communication barrier based on cultural norms, beliefs, and values

Cultural differences can bring us together with our teammates. But, without sufficient clarification, they can make professional situations uncomfortable and act as communication barriers.

Unfortunately, that’s how it turned out for Irene, an intern from Norway working in a firm in San Francisco.

She requested a day off on “Independence Day” and Catherine, her coordinator, approved it.

However, they failed to clarify which Independence Day — Irene celebrates Norway’s on May 17th, not the US’s on July 4th. Consequently, the mishap led to Irene missing work and a scheduling problem.

Cultural barrier #4: Stereotypes

According to social psychology, a stereotype represents a “ fixed, over-generalized belief about a particular group or class of people .”

In other words, we have a particular idea about how a specific group or class of people think or behave — and we assume that every member of that group or class thinks or acts similarly.

Such an approach to people who belong to different cultures builds prejudices and stops us from viewing members from other cultures as unique individuals.

Stereotypes come in different forms, but the most common ones that are disruptive to effective communication are:

Microaggressions ,
Biases , and
Discrimination .

One particular source of stereotypes and prejudices is ethnocentrism.

According to the classic definition by Melville J. Herskovits, ethnocentrism represents “a feeling of superiority regarding one’s own culture or way of life.”

For ethnicism to arise, there must be an “in-group” and an “out-group.”

Social theorist Theodore W. Adorno and his colleagues have created a broader definition that defines ethnocentrism as a combination of “ a positive attitude toward one’s own ethnic/cultural group (the in-group) with a negative attitude toward the other ethnic/cultural group (the out-group) .”

For people with this type of outlook, it’s always “ us ” against “ them ,” which minimizes the effectiveness of many communication situations.

Example of a communication barrier based on stereotypes

A common type of stereotyping is based on generational prejudices.

In the modern workplace, exercising empathy ensures that such prejudices don’t get in the way of teamwork. However, when we don’t work on overcoming unconscious biases , they can lead to escalating microaggressions and the development of team silos .

Like Finn and Milo in the following example, we may hesitate to give older colleagues a chance to prove us wrong.

Finn and Milo are two new graduates who’ve just got jobs as production assistants at a bank. The majority of their colleagues are much older than them.

Finn and Milo believe the older generation is “ out of touch, inflexible, and closed-minded to new ideas, ” labeling their colleagues “Boomers.”

When their colleagues oppose their innovative solutions in meetings or dislike the use of new apps, it only reinforces Finn and Milo’s preconceived notions. Consequently, they take little notice when their older teammates support their ideas.

Cultural barrier #5: Status

The perceived importance of someone’s status can also pose a culturally-based communication barrier.

Namely, workers accustomed to workplaces where seniority and status take precedence may find it challenging to adapt to workplaces that favor a more fluid work environment with less strict rules.

But, the opposite may also be true. For example, a worker used to a workplace where teammates are encouraged to treat each other as equals might have trouble navigating a workplace with a prominent hierarchy and rules.

Example of a communication barrier based on status

While rules can optimize a company’s internal organization, rigid regulations can send a message to employees that besides status, little else matters.

In the below example, Arya, who has landed a new job as a product manager, has ample experience working in such companies. Consequently, she has difficulty adjusting to a more relaxed environment in her new role.

Arya used to work in a company where hierarchy was strictly followed, and people had to be formal and wait to be spoken to by senior staff. She had many formal meetings with her subordinates.

However, her new company has a different culture where individual contributions matter more than titles, and people communicate and collaborate freely regardless of their position. Arya finds it hard to adjust to this new culture, as she is used to being treated as someone of higher rank.

She struggles to chat with junior staff and maintain a friendly relationship with them.

Language barriers to effective team communication + solutions

Language barriers represent characteristics of linguistic use that inhibit comprehension and thus prevent successful communication . Although we associate miscommunication issues with communicators who have a different native language, they may arise even if the communicators have the same mother tongue.

Language barriers to effective communication usually result from:

Regional accents and dialects,
Pidgin languages,
Jargon,
Slang,
Word choice, and
Literacy and linguistic ability.

Language barrier #1: Regional accents and dialects

Team members may have the same mother tongue but also speak in different regional accents and dialects. This can cause comprehension issues, as teammates could use different pronunciation, grammar, and vocabulary.

Example of a communication barrier based on regional accents and dialects

In teams where all members have English as their mother tongue, most people wouldn’t expect to find many instances of miscommunication and miscomprehension.

However, if the members come from both the US and the UK, regional differences in language use can pose a problem.

For example, when a product team with US and UK employees organizes an on-site meeting, the organizer states they’ll hold the session on “the first floor of the building.” For the organizer and the rest of the US employees, the “first floor” is the floor at street level.

But, for teammates from the UK, the “first floor” is the floor above street level.

A simple question would clear away any second thoughts, yet many attendees feel uncomfortable and too embarrassed to ask for further clarification. Consequently, the organization encounters workflow issues, and employees waste valuable time searching for the meeting on the wrong floors.

Language barrier #2: Pidgin languages

According to the International Encyclopedia of the Social and Behavioral Sciences , pidgin languages, along with creoles, are language varieties formed from two or more languages. These new varieties have a simpler grammatical structure and smaller vocabulary than regular languages.

Additionally, they grow out of necessity when two or more groups of people speak different languages but need to communicate on a regular basis.

Pidgin languages may represent a barrier to effective communication when the standard meaning of pidgin expressions is unclear to all communicators.

For example, a common universal form of pidgin is acronyms. But, visual representations like emojis can also serve as a pictorial pidgin language.

Using acronyms and emojis in pidgin may give rise to a communication roadblock if some group members share a different meaning for the same emojis and acronyms.

Example of a communication barrier based on pidgin languages

Pidgins are legitimate language varieties, and clearing up a communication mishap is typically done quickly. Still, using specific phrases can cause a temporary communication break, as seen in the below example with Tok Pisin .

Fay is an art director heading a program that organizes educational, extracurricular activities for high school and college students. Although she’s spent most of her career in the US, she was born in Papua New Guinea, so some pidgin wording occasionally finds its way into her daily communication.

When informing one of her coworkers they should visit the local college for an upcoming art event, she tells them they should visit the “big school.” She’s not wrong since many Tok Pisin speakers call universities “big schools.”

Yet, Fay’s coworker is unaware of this and is unsure whether Fay meant they should visit a high school or college.

Language barrier #3: Jargon

Jargon represents words and phrases used by a particular group of people (e.g., people in a specific industry or field of work).

Jargon is often difficult to understand for those outside of the group because it is laden with:

Technical terms,
Acronyms , and
Abbreviations.

Furthermore, the overuse of jargon can lead to:

Misinterpretation,
Lack of understanding,
Lack of collaboration, and
Feelings of exclusion.

Example of a communication barrier based on jargon

For employees working with professionals from different industries, jargon can become one of the top reasons for unclear communication.

For instance, a doctor who contacts a financial advisor about settling a patient’s medical bill may slip into their usual way of expression.

The doctor uses medical terms such as “ sub-therapeutic ,” “ agonal, ” and “ iatrogenic .”

On the flip side, the financial adviser uses financial terms such as “ active-participant status, ” “ advance ,” and “ life annuity .” Neither can fully understand the other and what was supposed to be a 30-minute meeting drags on for over an hour.

There’s a place and time for using jargon in the workplace. To learn more about the topic, check out this blog post:

The dos and don’ts for using industry jargon in internal communication

Language barrier #4: Slang

Slang is a type of informal language, and such expressions are traditionally tied to a specific region, community, or social group.

Slang consists of unconventional phrases, idioms, and vocabulary, usually absent from standardized dictionaries. These expressions can bring people together and foster a sense of belonging.

Yet, in cases where not all parties are familiar with slang expressions, it can lead to communication rifts.

Example of a communication barrier based on slang

Slang varies from language to language, and when two coworkers have a different mother tongue, they may be unable to grasp the meaning of each other’s regional slang.

To see how that plays out in practice, we’ll look at Jeffrey, who is talking to Jannine, a sales representative from France.

During their conversation, Jeffrey, the CEO of an American pharmaceutical company, praises Jannine for her impressive sales record.

To express his delight, he exclaims, “ Get outta here! ”.

Unfortunately, English is not Jeanne’s first language, and she took the expression literally. Thinking that Jeffrey was angry and didn’t believe her sales figures, she hastily left his office.

Language barrier #5: Word choice

Problems with word choice may arise if you use:

Homophones , which are words that share the same pronunciation as other words but have different meanings. Problems with homophones may occur in verbal communication. A common homophone set includes the words there, their, and they’re .
Homographs , which are words that share the same spelling as other words but have different pronunciations and meanings. Problems with homographs may arise in written communication. A common set of homographs consists of the past tense of the verb see ( saw ) and the noun saw (a tool used for cutting wood).

Example of a communication barrier based on word choice

If you’re not careful, your word choice can sometimes give coworkers the wrong impression. In those cases, you may end up as the person in the below example.

At lunch, a colleague mentions they want to “ right the wrong expressions ” in a report by Lexie. However, other colleagues interpret it as wanting to “ write ” the wrong expressions, which would be spiteful.

Language barrier #6: Literacy and linguistic ability

Issues with literacy and linguistic ability represent the problems that might arise due to grammar and vocabulary differences.

These issues may be especially prominent if the person is trying to communicate in a language that is not their mother tongue.

But, they may also be the result of typos.

Example of a communication barrier based on literacy and linguistic ability

In teams whose members come from different linguistic backgrounds, things like date grammar can lead to misinterpretation.

In such a scenario, Alan, who works in HR at a local school, asks Gabriella, a new Italian teacher, to send him some documents by 06/07/2021.

However, Gabriella doesn’t know that in the United States, this date means June 7th, not July 6th, as it does in Italy.

As a result, she misunderstands the message and has a false deadline in mind.

An example of a communication barrier based on date grammar in Pumble, a team communication app

Gender barriers to effective team communication + solutions

In recent years, workplace equity initiatives have helped many employees access new opportunities, regardless of gender or background. However, these policies serve to minimize conflict and motivate employees, not resolve miscommunication troubles altogether.

Thus, we still see communication issues stemming from gender differences, which may be a result of societal values or cultural norms.

Whatever the case, one of the most common gender barriers to communication is stereotyping. Preconceived notions can significantly impact how we view people, compelling us to link particular behavior and traits to gender differences.

These stereotypes can infringe on a person’s authenticity, preventing them from expressing themselves freely in the workplace.

Example of a communication barrier based on gender biases and stereotyping

Not only can gender biases contribute to a hostile work environment , but they can also create rifts between members of a team. If the tension persists, it might even have a long-lasting impact on employee mental health .

But, how exactly do gender differences make team members disconnected ? To learn more, we’ll turn to Charles, Peter, and Ainsley.

Charles, an ambulance driver, talks with Peter, an emergency medical technician, about their colleagues at the hospital. However, they exclude their female colleague, Ainsley, because they think she gossips too much.

This treatment makes Ainsley feel she can’t trust Charles and Peter since they don’t include her in their conversations.

Interpersonal barriers to effective communication + solutions

Interpersonal barriers to effective communication stop people from reaching their full potential by restricting communication skills.

They may manifest as an inability to listen to others attentively or maintain the attention of the people you want to communicate with.

The reason for these communication problems mainly stems from a:

Lack of participation and
Lack of open-mindedness.

Interpersonal barrier #1: A lack of desire to participate in communication

A crucial interpersonal barrier to effective communication is a lack of a desire to participate in communication situations at the workplace.

Often, others will feel frustrated while trying to communicate with people who don’t want to interact with them.

Example of a communication barrier based on a lack of desire to participate

A lot of the time, it’s not that your coworker is avoiding interacting with you. It could be just that they’re not used to the communication model the company uses. However, this perceived lack of desire to engage in conversation can have dire consequences on team morale .

Let’s take John, an enterprise sales specialist at a company that builds software solutions, as an example.

An essential part of his duties is to conduct calls with prospective clients. But, he often needs the assistance of the software development team to answer technical questions.

However, rarely anyone from the software development team is enthusiastic about participating in these client calls.

In fact, John often has problems finding people to join him in these calls, which wastes a lot of time on futile persuasion and evasive answers.

An example of a communication barrier based on a lack of desire to participate in Pumble, a team communication app

Interpersonal barrier #2: A lack of desire to explore new concepts

Another interpersonal barrier to effective communication is a lack of a desire to explore new ideas and opinions.

Closed-minded coworkers can make brainstorming sessions difficult and uncreative. Moreover, they frustrate teammates looking to dive deeper into new concepts.

Example of a communication barrier based on a lack of desire to explore new concepts

No matter how much you excel at your job, being stuck in your ways doesn’t make you a good team player. And, that’s precisely the case with Michael, a senior product designer at a product design studio.

He is experienced and renowned for his work ethic but dreaded at brainstorming meetings.

He shoots down every idea and opinion different from what he knows, even if it has great potential.

As a result, the team doesn’t look forward to meeting with him. They know he will always try to confine them to his old ways of thinking.

Organizational barriers to effective communication + solutions

Sometimes, despite the employees’ willingness to become better communicators, they run into roadblocks in the form of organizational barriers.

These issues severely limit the flow of information within an organization, preventing people from getting urgent information on time.

The primary causes of organizational barriers include:

Strict structure and rigid hierarchy,
Lack of transparency, and
Lack of communication channels.

Organizational barrier #1: Strict organizational structure and rigid hierarchies

In companies where leadership is inaccessible, meaningful interactions may become few and far between. Consequently, managers are urgently looking for the information their teams desperately need to complete their work.

This may work as a short-term solution, but eventually, it creates a mistrust of leadership and a culture where employees are reluctant to speak up.

The absence of open dialogue means the employee input gets lost because workers believe leadership isn’t interested in hearing them out. Besides, in such environments, employees often feel ill-equipped to deal with the possible repercussions.

Example of a communication barrier based on strict organizational structure and frigid hierarchies

How do rigid hierarchies prevent the effective exchange of ideas within an organization? To better answer this question, we’ll join a quarterly meeting at a software development firm.

Josh is a software developer whose team has regular monthly and weekly meetings. The members talk with each other about their progress and ask their manager about future steps and further guidance.

However, only the top executives and a few managers lead the conversation at the quarterly meetings. The few times John and his team have tried to suggest product improvements, they’ve been promptly shut down.

Due to these unpleasant experiences, John does not want to speak up at the upcoming meeting, although his idea about product improvements is objectively great.

Organizational barrier #2: Lack of transparency

In the modern workplace, a culture of transparency is one of the key ingredients for running a successful business.

Improving upward communication or resolving problems with lateral communication is impossible without transparency. Organizations that put a lot of value on transparency encourage employees to exchange information across different levels, which in turn makes them more:

Trustworthy and
Collaborative.

Yet, the 2023 Edelman Trust Barometer survey shows that most workers lack faith in their employers. Furthermore, the survey highlighted that 1 in 3 respondents stated they don’t trust their employer.

The absence of transparent communication can have long-term consequences on business operations, including:

Lower engagement and motivation levels,
Employees who are reluctant to self-advocate at work, and
Higher turnover rates.

Example of a communication barrier based on a lack of transparency

Without transparency, employees have limited access to vital resources and expected outcomes, making it challenging to develop a feasible work strategy.

For example, Jacob, a team lead of a software development team in a tech company, is left in the dark after a few new stakeholders have joined the organization. He’s heard whispers that the company may head in a different direction, but each time he asks leadership for clarification, he’s told he’ll be informed in due time.

However, a few months have already passed, and Jacob’s team is frustrated with the runaround they’ve received. This puts him in an uncomfortable position because his hands are tied, and he feels bad for being unable to alleviate his team’s concerns.

Had the company taken steps to overcome barriers to communication, leadership would be more in tune with how the employees feel.

Organizational barrier #3: Lack of communication channels

Employee effort goes to waste if communication channels are insufficient or lacking.

For example, knowledge sharing is quicker and easier for teams that rely on video conferencing . However, when the organization adamantly insists on using an unsuitable communication channel, much of the information can get lost in the shuffle.

As a result, we see:

Missed opportunities,
Lack of timely feedback,
Mistakes and miscommunication, and
Dissatisfied customers.

For a deep dive into communication channels, check out this thorough guide:

Channels of communication

Example of a communication barrier based on a lack of communication channels

Without clear and well-established communication pathways, no team can thrive for long, and coworkers feel isolated and disconnected.

But, how does this come about?

In the case of Thomas, an app developer working in a big tech company, his team has been struggling for weeks to solve a bug that’s been a problem for months. After much trial and error, he finally found the solution.

Yet, his happiness is short-lived. As his team has no central platform for communication and collaboration, informing his manager and coworkers about the breakthrough is a game of telephone, and no one seems to understand his urgency.

Finally, the manager tells Thomas to wait until the monthly team meeting to tell everyone about his progress. Thomas is deflated since this means other employees will have to work around the bug until he presents his solution.

It takes collaboration to overcome communication barriers: Do it with Pumble!

No team can be successful without good communication, but sometimes several barriers may prevent us from reaching our goals.

To ensure you’re doing everything you can to overcome them, have your team use Pumble!

Pumble is a team communication and collaboration app that will allow you to:

Overcome physical barriers, as it allows for both real-time and asynchronous communication,
Overcome perceptual barriers as it allows for both verbal and non-verbal communication , thanks to features like voice calls and video conferencing ,
Overcome organizational barriers, as it’s an ideal one-stop solution for team communication and collaboration .

Help your team overcome communication barriers — try Pumble today !

References :

Baylor, E. (2012). Ethnocentrism . Oxford Bibliographies. https://www.oxfordbibliographies.com/view/document/obo-9780199766567/obo-9780199766567-0045.xml
Ceserani J. (2003). Big ideas: putting the zest into creativity and innovation at work. Kogan Page.
Daily Health Post. (2019). This is What Happens to Your Body When You Get Angry. https://dailyhealthpost.com/anger-negatively-affects-brain-and-heart/
Erickson, A. (2017). What ‘personal space’ looks like around the world. The Washington Post. https://www.washingtonpost.com/news/worldviews/wp/2017/04/24/how-close-is-too-close-depends-on-where-you-live/
Joynt, P. and Warner, M. (1996). Managing Across Cultures: Issues and Perspectives, International Thomson Business Press, London.
McLeod, S. (2017). Stereotypes . Simply Psychology. https://www.simplypsychology.org/katz-braly.html
Shofner, K. (n.d.) The Evolution of Pidgin Languages . United Language Group. https://www.unitedlanguagegroup.com/blog/evolution-pidgin-languages
Salzberg S. (2011). Real happiness: the power of meditation: a 28-day program . Workman Pub.
Siegel, J. (n.d.). Language Varieties: Tok Pisin . Language Varieties. https://www.hawaii.edu/satocenter/langnet/definitions/tokpisin.html
Steinhilber, B. (2017). How to Tell if Someone is Lying to You, According to Researchers. NBS News. https://www.nbcnews.com/better/health/how-tell-if-someone-lying-according-behavioral-experts-ncna786326
The Edelman Trust Institute (n.d.). The 2023 Edelman Trust Barometer . Edelman. https://www.edelman.com/trust/2023/trust-barometer
(n.d.). Soft skills: What are they and how to develop them. Futurelearn. https://www.futurelearn.com/info/blog/soft-skills-what-they-are-and-how-to-develop-them

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10 barriers to effective communication with examples

Communication – it’s something we all do, every single day. Whether it’s a simple “hello” to a neighbor or an intense discussion at work, the way we convey our thoughts and feelings plays a crucial role in building connections and fostering understanding. I’ve seen firsthand how vital effective communication is in creating harmonious relationships, both personally and professionally.

But have you ever found yourself in a situation where you felt you were speaking, but not being heard? Or perhaps you’ve listened to someone, but couldn’t quite grasp what they were trying to convey? This disconnect often arises due to barriers that impede our ability to communicate effectively.

In this article, I’ll show you barriers to effective communication with examples from real-life situations. My hope is that by recognizing these barriers, you’ll be better equipped to navigate them and ultimately strengthen your bonds with those around you . Shall we dive in?

1. Physical Barriers

Imagine you’re trying to have a heart-to-heart conversation with a friend in a bustling café. The clinking of cups, the chatter of other customers, and the hum of machines all around. No matter how hard you lean in or how loudly you speak, you just can’t seem to hear each other properly. That’s a physical barrier in action. The noises around can be one of the barriers to effective communication.

Physical barriers are external factors that prevent us from transmitting or receiving a message effectively. They’re often overlooked because they seem trivial, but they can significantly disrupt our ability to communicate.

Example: Think about a remote team meeting where half the participants experience technical issues. Poor sound quality, low volume, or even a lagging video can all serve as physical barriers, making the meeting less productive and potentially leading to misunderstandings.

2. Cultural Barriers

Culture is a beautiful fabric of traditions, values, and beliefs. But sometimes, this fabric can become a wall between two communicators. When I meet clients from diverse backgrounds, I’m reminded of how barriers to effective communication can stem from cultural differences.

Example: Let’s say you’re working with a colleague from a culture where direct eye contact is deemed confrontational. You might interpret their lack of eye contact as disinterest or dishonesty when in reality, they’re showing you respect. Being aware of these differences can help prevent misconceptions and misinterpretations.

3. Emotional Barriers

Our emotions are powerful. They color our perception and can either enhance or hinder our ability to communicate. If you’ve ever tried to have a conversation while feeling extremely angry, sad, or anxious, you’d understand just how hard it is to get your message across clearly.

Imagine receiving negative feedback on a day when you’re already feeling down. Your emotional state might magnify the criticism, making it harder to process constructively. On the other hand, if you’re elated, you might overlook essential details in the feedback. Therefore, being emotionally self-aware can help you recognize and manage these barriers effectively.

Example: A couple having a heated argument might not be able to listen to each other’s points because their emotions are too high. Their emotional state acts as a barrier, preventing effective communication and mutual understanding.

4. Perceptual Barriers

Each of us sees the world through our own unique lens, shaped by our experiences, beliefs , and values. These lenses, while crucial in making us who we are, can sometimes distort the messages we send and receive.

Consider watching a movie with a friend. While you might find a particular scene heartwarming due to personal experiences that relate to it, your friend might see it as clichéd based on their life’s narrative. This divergence in perception highlights how two people can interpret the same information differently.

Example: Two co-workers might attend the same meeting but come away with different understandings of what was discussed. One might perceive a comment as a criticism, while the other sees it as constructive feedback. Recognizing our own biases and being open to others’ perspectives is key.

5. Language Barriers

Language is our primary tool for expressing thoughts, ideas, and feelings. But what happens when the words we use are unfamiliar to the listener? Misunderstandings arise, and the essence of the message can be lost. For instance, the phrase “knocking someone up” means waking someone up in the UK but has a very different connotation in the U.S. Such variances within the same language can lead to unintended misinterpretations or even awkward moments.

Example: Imagine explaining a technical process using jargon to someone outside your field. They might nod along, but there’s a good chance they’re not fully grasping what you’re saying. It’s essential to gauge your audience’s understanding and adapt your language accordingly.

6. Gender Barriers

Gender stereotypes and biases have been ingrained in many societies for centuries. And while strides are being made toward greater gender equality, these biases can still subtly influence our communication. You will agree with me that in certain settings, women might be expected to be more passive or agreeable, while men might be encouraged to be assertive. Such gendered expectations can prevent individuals from expressing their true thoughts and feelings.

Example: In a team setting, if a female member suggests an idea and is overlooked, but later a male colleague suggests the same and is praised, it’s a sign of an underlying gender bias. Such biases can hinder open communication and prevent all voices from being heard equally.

7. Technological Barriers

Technology has undoubtedly revolutionized the way we communicate. However, it’s not without its challenges. From software glitches to unfamiliar platforms, technological issues can impede smooth communication. Consider the nuances lost in a text message. Without tone or facial expressions, a message can be interpreted in multiple ways, leading to potential confusion or conflict.

Example: You’re in the middle of a crucial virtual presentation, and suddenly your screen freezes. By the time you reconnect, you’ve lost your audience’s attention, and the flow of your message is disrupted. Ensuring that both you and your audience are comfortable with the chosen technology can mitigate such barriers.

8. Interpersonal Barriers

Our personal biases, prejudices, and judgments can act as barriers to effective communication. These mental roadblocks can distort the way we interpret messages, leading to misconceptions. For instance, if someone has betrayed your trust in the past, you might find it hard to believe them in the future, even if they’re being sincere. Such interpersonal barriers can obstruct open and honest communication.

9. Organizational Barriers

Organizational structures, hierarchies, and internal policies can sometimes hinder open communication. Employees might feel restricted or even intimidated when trying to communicate with higher-ups or across departments.

Example: An employee might have a solution to a pressing company issue but feels hesitant to share due to a strict chain of command. Encouraging open channels of communication at all levels can help alleviate such barriers.

10. Environmental Barriers

The environment in which we communicate plays a more significant role than we might realize. Distractions or an unfavorable setting can deter the effectiveness of our interactions.

Example: Holding a serious business negotiation in a playground might not yield the desired results due to the informal and distracting setting. On the other hand, discussing a creative project in a stark, sterile office might stifle imaginative ideas. The environment should be conducive to the nature of the communication for it to be effective.

Barriers to effective communication are everywhere. Communication is a dance of sending and receiving messages. While it might seem straightforward, numerous barriers can step in between, making the dance feel clumsy and out of sync. By recognizing and understanding these barriers, you can navigate around them, ensuring that your dance of communication is as smooth and harmonious as possible. I encourage you to keep refining your skills, stay curious, and most importantly, always strive for understanding. Remember, it’s not just about being heard but also about truly listening.

I love poetry and philosophy. My complex thought is constantly being woven and rewoven, as I encounter new experiences and learn new things. This ever-evolving network of thought not only guides my actions and perspectives but also fuels my passion for writing

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12.4 Communication Barriers

Learning objectives.

Understand different ways that the communication process can be sidetracked.
Understand the problem of poor listening and how to promote active listening.

Barriers to Effective Communication

Communicating can be more of a challenge than you think, when you realize the many things that can stand in the way of effective communication. These include filtering, selective perception, information overload, emotional disconnects, lack of source familiarity or credibility, workplace gossip, semantics, gender differences, differences in meaning between Sender and Receiver, and biased language. Let’s examine each of these barriers.

Filtering is the distortion or withholding of information to manage a person’s reactions. Some examples of filtering include a manager who keeps her division’s poor sales figures from her boss, the vice president, fearing that the bad news will make him angry. The old saying, “Don’t shoot the messenger!” illustrates the tendency of Receivers (in this case, the vice president) to vent their negative response to unwanted Messages on the Sender. A gatekeeper (the vice president’s assistant, perhaps) who doesn’t pass along a complete Message is also filtering. The vice president may delete the e-mail announcing the quarter’s sales figures before reading it, blocking the Message before it arrives.

As you can see, filtering prevents members of an organization from getting a complete picture of the way things are. To maximize your chances of sending and receiving effective communications, it’s helpful to deliver a Message in multiple ways and to seek information from multiple sources. In this way, the effect of any one person’s filtering the Message will be diminished.

Since people tend to filter bad news more during upward communication, it is also helpful to remember that those below you in an organization may be wary of sharing bad news. One way to defuse the tendency to filter is to reward employees who clearly convey information upward, regardless of whether the news is good and bad.

Here are some of the criteria that individuals may use when deciding whether to filter a Message or pass it on:

Past experience: Was the Sender rewarded for passing along news of this kind in the past, or was she criticized?
Knowledge, perception of the speaker: Has the Receiver’s direct superior made it clear that “no news is good news?”
Emotional state, involvement with the topic, level of attention: Does the Sender’s fear of failure or criticism prevent him from conveying the Message? Is the topic within his realm of expertise, increasing his confidence in his ability to decode it, or is he out of his comfort zone when it comes to evaluating the Message’s significance? Are personal concerns impacting his ability to judge the Message’s value?

Once again, filtering can lead to miscommunications in business. Each listener translates the Message into his or her own words, creating his or her own version of what was said (Alessandra, 1993).

Selective Perception

Selective perception refers to filtering what we see and hear to suit our own needs. This process is often unconscious. Small things can command our attention when we’re visiting a new place—a new city or a new company. Over time, however, we begin to make assumptions about the way things are on the basis of our past experience. Often, much of this process is unconscious. “We simply are bombarded with too much stimuli every day to pay equal attention to everything so we pick and choose according to our own needs (Pope, 2008).” Selective perception is a time-saver, a necessary tool in a complex culture. But it can also lead to mistakes.

Think back to the earlier example conversation between Bill, who was asked to order more toner cartridges, and his boss. Since Bill found his boss’s to-do list to be unreasonably demanding, he assumed the request could wait. (How else could he do everything else on the list?) The boss, assuming that Bill had heard the urgency in her request, assumed that Bill would place the order before returning to the other tasks on her list.

Both members of this organization were using selective perception to evaluate the communication. Bill’s perception was that the task of ordering could wait. The boss’s perception was that her time frame was clear, though unstated. When two selective perceptions collide, a misunderstanding occurs.

Information Overload

Information overload can be defined as “occurring when the information processing demands on an individual’s time to perform interactions and internal calculations exceed the supply or capacity of time available for such processing (Schick, et. al., 1990).” Messages reach us in countless ways every day. Some are societal—advertisements that we may hear or see in the course of our day. Others are professional—e-mails, and memos, voice mails, and conversations from our colleagues. Others are personal—messages and conversations from our loved ones and friends.

Add these together and it’s easy to see how we may be receiving more information than we can take in. This state of imbalance is known as information overload. Experts note that information overload is “A symptom of the high-tech age, which is too much information for one human being to absorb in an expanding world of people and technology. It comes from all sources including TV, newspapers, and magazines as well as wanted and unwanted regular mail, e-mail and faxes. It has been exacerbated enormously because of the formidable number of results obtained from Web search engines (PC Magazine, 2008).” Other research shows that working in such fragmented fashion has a significant negative effect on efficiency, creativity, and mental acuity (Overholt, 2001).

Going back to our example of Bill. Let’s say he’s in his cubicle on the phone with a supplier. While he’s talking, he hears the chime of e-mail alerting him to an important message from his boss. He’s scanning through it quickly, while still on the phone, when a coworker pokes his head around the cubicle corner to remind Bill that he’s late for a staff meeting. The supplier on the other end of the phone line has just given Bill a choice among the products and delivery dates he requested. Bill realizes he missed hearing the first two options, but he doesn’t have time to ask the supplier to repeat them all or to try reconnecting to place the order at a later time. He chooses the third option—at least he heard that one, he reasons, and it seemed fair. How good was Bill’s decision amid all the information he was processing at the same time?

Emotional disconnects

Emotional disconnects happen when the Sender or the Receiver is upset, whether about the subject at hand or about some unrelated incident that may have happened earlier. An effective communication requires a Sender and a Receiver who are open to speaking and listening to one another, despite possible differences in opinion or personality. One or both parties may have to put their emotions aside to achieve the goal of communicating clearly. A Receiver who is emotionally upset tends to ignore or distort what the Sender is saying. A Sender who is emotionally upset may be unable to present ideas or feelings effectively.

Lack of Source Credibility

Lack of source familiarity or credibility can derail communications, especially when humor is involved. Have you ever told a joke that fell flat? You and the Receiver lacked the common context that could have made it funny. (Or yes, it could have just been a lousy joke.) Sarcasm and irony are subtle, and potentially hurtful, commodities in business. It’s best to keep these types of communications out of the workplace as their benefits are limited, and their potential dangers are great. Lack of familiarity with the Sender can lead to misinterpreting humor, especially in less-rich information channels like e-mail. For example, an e-mail from Jill that ends with, “Men, like hens, should boil in vats of oil,” could be interpreted as antimale if the Receiver didn’t know that Jill has a penchant for rhyme and likes to entertain coworkers by making up amusing sayings.

Similarly, if the Sender lacks credibility or is untrustworthy, the Message will not get through. Receivers may be suspicious of the Sender’s motivations (“Why am I being told this?”). Likewise, if the Sender has communicated erroneous information in the past, or has created false emergencies, his current Message may be filtered.

Workplace gossip, also known as the grapevine , is a lifeline for many employees seeking information about their company (Kurland & Pelled, 2000). Researchers agree that the grapevine is an inevitable part of organizational life. Research finds that 70% of all organizational communication occurs at the grapevine level (Crampton, 1998).

Employees trust their peers as a source of Messages, but the grapevine’s informal structure can be a barrier to effective communication from the managerial point of view. Its grassroots structure gives it greater credibility in the minds of employees than information delivered through official channels, even when that information is false.

Some downsides of the office grapevine are that gossip offers politically minded insiders a powerful tool for disseminating communication (and self-promoting miscommunications) within an organization. In addition, the grapevine lacks a specific Sender, which can create a sense of distrust among employees—who is at the root of the gossip network? When the news is volatile, suspicions may arise as to the person or persons behind the Message. Managers who understand the grapevine’s power can use it to send and receive Messages of their own. They also decrease the grapevine’s power by sending official Messages quickly and accurately, should big news arise.

Semantics is the study of meaning in communication. Words can mean different things to different people, or they might not mean anything to another person. For example, companies often have their own acronyms and buzzwords (called business jargon) that are clear to them but impenetrable to outsiders. For example, at IBM, GBS is focusing on BPTS, using expertise acquired from the PwC purchase (which had to be sold to avoid conflicts of interest in light of SOX) to fend other BPO providers and inroads by the Bangalore tiger. Does this make sense to you? If not, here’s the translation: IBM’s Global Business Services (GBS) division is focusing on offering companies Business Process Transformation Services (BPTS), using the expertise it acquired from purchasing the management consulting and technology services arm of PricewaterhouseCoopers (PwC), which had to sell the division because of the Sarbanes-Oxley Act (SOX, enacted in response to the major accounting scandals like the Enron). The added management expertise puts it above business process outsourcing (BPO) vendors who focus more on automating processes rather than transforming and improving them. Chief among these BPO competitors is Wipro, often called the “Bangalore tiger” because of its geographic origin and aggressive growth.

Given the amount of Messages we send and receive every day, it makes sense that humans try to find shortcuts—a way to communicate things in code. In business, this code is known as jargon . Jargon is the language of specialized terms used by a group or profession. It is common shorthand among experts and if used sensibly can be a quick and efficient way of communicating. Most jargon consists of unfamiliar terms, abstract words, nonexistent words, acronyms, and abbreviations, with an occasional euphemism thrown in for good measure. Every profession, trade, and organization has its own specialized terms (Wright, 2008). At first glance, jargon seems like a good thing—a quicker way to send an effective communication, the way text message abbreviations can send common messages in a shorter, yet understandable way. But that’s not always how things happen. Jargon can be an obstacle to effective communication, causing listeners to tune out or fostering ill-feeling between partners in a conversation. When jargon rules the day, the Message can get obscured.

A key question to ask before using jargon is, “Who is the Receiver of my Message?” If you are a specialist speaking to another specialist in your area, jargon may be the best way to send a message while forging a professional bond—similar to the way best friends can communicate in code. For example, an information technology (IT) systems analyst communicating with another IT employee may use jargon as a way of sharing information in a way that reinforces the pair’s shared knowledge. But that same conversation should be held in standard English, free of jargon, when communicating with staff members outside the IT group.

Online Follow-Up

Here is a Web site of 80 buzz words in business:

http://www.amanet.org/movingahead/editorial2002_2003/nov03_80buzzwords.htm

and a discussion of why slang is a problem:

http://sbinfocanada.about.com/od/speakforsuccesscourse/a/speechlesson5.htm .

Gender Differences

Gender differences in communication have been documented by a number of experts, including linguistics professor Deborah Tannen in her best-selling book You Just Don’t Understand: Women and Men in Conversation (Tannen, 1991). Men and women work together every day. But their different styles of communication can sometimes work against them. Generally speaking, women like to ask questions before starting a project, while men tend to “jump right in.” A male manager who’s unaware of how many women communicate their readiness to work may misperceive a ready employee as not ready.

Another difference that has been noticed is that men often speak in sports metaphors, while many women use their home as a starting place for analogies. Women who believe men are “only talking about the game” may be missing out on a chance to participate in a division’s strategy and opportunities for teamwork and “rallying the troops” for success (Krotz, 2008).

“It is important to promote the best possible communication between men and women in the workplace,” notes gender policy adviser Dee Norton, who provided the above example. “As we move between the male and female cultures, we sometimes have to change how we behave (speak the language of the other gender) to gain the best results from the situation. Clearly, successful organizations of the future are going to have leaders and team members who understand, respect and apply the rules of gender culture appropriately (Norton, 2008).”

Being aware of these gender differences can be the first step in learning to work with them, as opposed to around them. For example, keep in mind that men tend to focus more on competition, data, and orders in their communications, while women tend to focus more on cooperation, intuition, and requests. Both styles can be effective in the right situations, but understanding the differences is a first step in avoiding misunderstandings based on them.

Differences in meaning often exist between the Sender and Receiver. “Mean what you say, and say what you mean .” It’s an easy thing to say. But in business, what do those words mean? Different words mean different things to different people. Age, education, and cultural background are all factors that influence how a person interprets words. The less we consider our audience, the greater our chances of miscommunication will be. When communication occurs in the cross-cultural context, extra caution is needed given that different words will be interpreted differently across cultures and different cultures have different norms regarding nonverbal communication. Eliminating jargon is one way of ensuring that our words will convey real-world concepts to others. Speaking to our audience, as opposed to about ourselves, is another. Nonverbal Messages can also have different meanings.

Table 12.1 Gestures Around the Globe

Adapted from information in Axtell, R. E. (1998). Gestures: The do’s and taboos of body language around the world . New York: John Wiley.

Managers who speak about “long-term goals and profits” to a staff that has received scant raises may find their core Message (“You’re doing a great job—and that benefits the folks in charge!”) has infuriated the group they hoped to inspire. Instead, managers who recognize the “contributions” of their staff and confirm that this work is contributing to company goals in ways “that will benefit the source of our success—our employees as well as executives,” will find their core Message (“You’re doing a great job—we really value your work”) is received as opposed to being misinterpreted.

Biased language can offend or stereotype others on the basis of their personal or group affiliation. The figure below provides a list of words that have the potential to be offensive in the left-hand column. The right-hand column provides more neutral words that you can use instead (Ashcraft & Mumby, 2003; Swift, 2007).

Figure 12.13 Avoiding Biased Language

Effective communication is clear, factual, and goal-oriented. It is also respectful. Referring to a person by one adjective (a brain , a diabetic , an invalid ) reduces that person to that one characteristic. Language that belittles or stereotypes a person poisons the communication process. Language that insults an individual or group based on age, ethnicity, sexual preference, or political beliefs violates public and private standards of decency, ranging from civil rights to corporate regulations.

The effort to create a neutral set of terms to refer to heritage and preferences has resulted in a debate over the nature of “political correctness.” Proponents of political correctness see it as a way to defuse the volatile nature of words that stereotyped groups and individuals in the past. Critics of political correctness see its vocabulary as stilted and needlessly cautious.

Many companies offer new employees written guides on standards of speech and conduct. These guides, augmented by common sense and courtesy, are solid starting points for effective, respectful workplace communication. Tips for appropriate workplace speech include but are not limited to

Alternating the use of “he” and “she” when referring to people in general.
Relying on human resources–generated guidelines.
Remembering that terms that feel respectful or comfortable to us may not be comfortable or respectful to others.

Poor Listening and Active Listening

Former Chrysler CEO Lee Iacocca lamented, “I only wish I could find an institute that teaches people how to listen. After all, a good manager needs to listen at least as much as he needs to talk (Iacocca & Novak, 1984).” Research shows that listening skills are related to promotions (Sypher, et. al., 1989). A Sender may strive to deliver a Message clearly. But the Receiver’s ability to listen effectively is equally vital to effective communication. The average worker spends 55% of her workdays listening. Managers listen up to 70% each day. But listening doesn’t lead to understanding in every case. Listening takes practice, skill, and concentration.

According to University of San Diego professor Phillip Hunsaker, “The consequences of poor listening are lower employee productivity, missed sales, unhappy customers, and billions of dollars of increased cost and lost profits. Poor listening is a factor in low employee morale and increased turnover because employees do not feel their managers listen to their needs, suggestions, or complaints (Alessandra, et. al., 1993).” Clearly, if you hope to have a successful career in management, it behooves you to learn to be a good listener.

Alan Gulick, a Starbucks spokesperson, puts better listening to work in pursuit of better profits. If every Starbucks employee misheard one $10 order each day, he calculates, their errors would cost the company a billion dollars annually. To teach its employees to listen, Starbucks created a code that helps employees taking orders hear the size, flavor, and use of milk or decaf coffee. The person making the drink echoes the order aloud.

How can you improve your listening skills? The Roman philosopher Cicero said, “Silence is one of the great arts of conversation.” How often have we been in conversation with someone else where we are not really listening but itching to convey our portion? This behavior is known as “rehearsing.” It suggests the Receiver has no intention of considering the Sender’s Message and intends to respond to an earlier point instead. Clearly, rehearsing is an impediment to the communication process. Effective communication relies on another kind of listening: active listening.

Active listening can be defined as giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times (Onet Center, 2008).Active listening creates a real-time relationship between the Sender and the Receiver by acknowledging the content and receipt of a Message. As we’ve seen in the Starbucks example, repeating and confirming a Message’s content offers a way to confirm that the correct content is flowing between colleagues. The process creates a bond between coworkers while increasing the flow and accuracy of messaging.

Carl Rogers, founder of the “person-centered” approach to psychology, formulated five rules for active listening:

Listen for message content
Listen for feelings
Respond to feelings
Note all cues
Paraphrase and restate

The good news is that listening is a skill that can be learned (Brownell, 1990). The first step is to decide that we want to listen. Casting aside distractions, such as by reducing background or internal noise, is critical. The Receiver takes in the Sender’s Message silently, without speaking. Second, throughout the conversation, show the speaker that you’re listening. You can do this nonverbally by nodding your head and keeping your attention focused on the speaker. You can also do it verbally, by saying things like, “Yes,” “That’s interesting,” or other such verbal cues. As you’re listening, pay attention to the Sender’s body language for additional cues about how they’re feeling. Interestingly, silence plays a major role in active listening. During active listening, we are trying to understand what has been said, and in silence, we can consider the implications. We can’t consider information and reply to it at the same time. That’s where the power of silence comes into play. Finally, if anything is not clear to you, ask questions. Confirm that you’ve heard the message accurately, by repeating back a crucial piece like, “Great, I’ll see you at 2 p.m. in my office.” At the end of the conversation, a “thank you” from both parties is an optional but highly effective way of acknowledging each other’s teamwork.

In summary, active listening creates a more dynamic relationship between a Receiver and a Sender. It strengthens personal investment in the information being shared. It also forges healthy working relationships among colleagues by making Speakers and Listeners equally valued members of the communication process.

Key Takeaway

Many barriers to effective communication exist. Examples include filtering, selective perception, information overload, emotional disconnects, lack of source familiarity or credibility, workplace gossip, semantics, gender differences, differences in meaning between Sender and Receiver, and biased language. The Receiver can enhance the probability of effective communication by engaging in active listening, which involves (1) giving one’s full attention to the Sender and (2) checking for understanding by repeating the essence of the Message back to the Sender.

Most people are poor listeners. Do you agree or disagree with this statement? Please support your position.
Please share an example of how differences in shared meaning have affected you.
Give an example of selective perception.
Do you use jargon at or in your classes? If so, do you think it helps or hampers communication? Why or why not?
In your experience, how is silence used in communication? How does your experience compare with the recommended use of silence in active listening?

Alessandra, T. (1993). Communicating at work . New York: Fireside.

Alessandra, T., Garner, H., & Hunsaker, P. L. (1993). Communicating at work . New York: Simon & Schuster.

Ashcraft, K., & Mumby, D. K. (2003). Reworking gender . Thousand Oaks, CA, Sage; Miller, C., &amp.

Brownell, J. (1990). Perceptions of effective listeners: A management study. Journal of Business Communications , 27 , 401–415.

Crampton, S. M. (1998). The informal communication network: factors influencing grapevine activity. Public Personnel Management . Retrieved July 2, 2008, from http://www.allbusiness.com/management/735210-1.html .

Iacocca, L., & Novak, W. (1984). Iacocca: An autobiography . New York: Bantam Press.

Krotz, J. L. (n.d.). 6 tips for bridging the communication gap. Retrieved July 2, 2008, from Microsoft Small Business Center Web site, http://www.microsoft.com/smallbusiness/resources/management/leadership-training/women-vs-men-6-tips-for-bridging-the-communication-gap.aspx .

Kurland, N. B., & Pelled, L. H. (2000). Passing the word: Toward a model of gossip and power in the workplace. Academy of Management Review , 25 , 428–438.

Norton, D. Gender and communication—finding common ground. Retrieved July 2, 2008, from http://www.uscg.mil/leadership/gender.htm .

O*NET Resource Center, the nation’s primary source of occupational information. Retrieved July 2, 2008, from http://online.onetcenter.org/skills .

Overholt, A. (2001, February). Intel’s got (too much) mail. Fast Company . Retrieved July 2, 2008, from http://www.fastcompany.com/online/44/intel.html and http://blogs.intel.com/it/2006/10/information_overload.php .

PC Magazine, retrieved July 1, 2008, from PC Magazine encyclopedia Web site, http://www.pcmag.com/encyclopedia_term/0,2542,t=information+overload&i=44950,00.asp , and reinforced by information in Dawley, D. D., & Anthony, W. P. (2003). User perceptions of e-mail at work. Journal of Business and Technical Communication , 17 , 170–200.

Pope, R. R. Selective perception. Illinois State University. Retrieved December 1, 2008, from http://lilt.ilstu.edu/rrpope/rrpopepwd/articles/perception3.html .

Schick, A. G., Gordon, L. A., & Haka, S. (1990). Information overload: A temporal approach. Accounting, Organizations, and Society, 15 , 199–220.

Swift, K. (1980). The handbook of nonsexist writing . New York: Lippincott & Crowell; Procter, M. (2007, September 11). Unbiased language . Retrieved July 2, 2008, from http://www.utoronto.ca/writing/unbias.html .

Sypher, B. D., Bostrom, R. N., & Seibert, J. H. (1989). Listening, communication abilities, and success at work. Journal of Business Communication , 26 , 293–303.

Tannen, D. (1991). You just don’t understand: Women and men in conversation. New York: Ballantine.

Wright, N. Keep it jargon-free . Retrieved July 2, 2008, from http://www.plainlanguage.gov/howto/wordsuggestions/jargonfree.cfm .

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Barriers Of Communication PowerPoint PPT Presentations

What are the barriers to communication and how can one overcome these barriers PowerPoint PPT Presentation

COMMUNICATION BARRIERS

Jul 16, 2014

210 likes | 935 Views

COMMUNICATION BARRIERS. “A barrier to communication keeps meanings from meeting. Barriers exist between all people, making communication more difficult than most people seem to realize.” (Ruel Howe).

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Presentation Transcript

“A barrier to communication keeps meanings from meeting. Barriers exist between all people, making communication more difficult than most people seem to realize.” (Ruel Howe)

without realizing it, people typically interject communication barriers or blocks into conversation 90% of the time communication barriers trigger resistance, defensiveness, resentment, withdrawal, and feelings of inadequacy they also decrease the likelihood of finding a solution EFFECTS

A List of Barriers to Communication • criticizing by making a negative evaluation of persons, their actions or attitudes • analyzing why a person is behaving the way he/she is • praising by making a positive judgment of a person, or his/her actions or attitudes

A List of Barriers to Communication • ordering: commanding the other person to do what you want • threatening: trying to control the other person’s actions by warning of negative consequences you will impose • moralizing: preaching, telling someone what she or he should do • inappropriate questions, like “are you sorry you did it?”

A List of Barriers to Communication • leading questions that suggest the response that you want • giving advice • interpreting or speculating on the dynamics of the client’s problems • challenging another’s opinions

A List of Barriers to Communication • “selling” client on accepting treatment • probing sensitive areas with inappropriate questions • participating in criticism of another or joining attacks led by the client

A List of Barriers to Communication • responding before the other person finishes what they were saying • finishing other people’s sentences • talking so much that others cannot respond • continuing to work while someone is talking to you • allowing distractions to cause interference • repeating a point just made • allowing your mindto wander

A List of Barriers to Communication • AVOIDING THE OTHER’ S CONCERNS • diverting: pushing the other person’s problems aside through distractions or changing the subject • filtering: ignoring certain parts of the message/conversation • reassuring: trying to stop the other person from feeling the negative emotions they are experiencing

A List of Barriers to Communication • logical argument: attempting to convince the other person with an appeal to facts or logic without consideration of the emotional factors involved

A List of Barriers to Communication • AVOIDING THE OTHER’ S CONCERNS • minimizing: not giving importance to a person’s thoughts, feelings, concerns • placating • condescending • attempting to rescue another from difficult situations or circumstances • judging: imposing your own values on another person

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A List of Barriers to Communication • AVOIDING THE OTHER' S CONCERNS • diverting: pushing the other person's problems aside through distractions or changing the subject • filtering: ignoring certain parts of the message/conversation • reassuring: trying to stop the other person from feeling the negative emotions they are experiencing.