This Week: Feb. 03, 2002

1) News & Updates
2) Articles of Note
3) Improving Communications - The Manager's Role

News & Site Updates

We now have a brand new ordering system for both our electronic and print products. Our books and helpcards can be ordered via a secure server. Electronic products can be downloaded so there is little or no waiting. Books on communication, conflict, and help cards on a range of subjects can be previewed free of charge. The new system is at:

http://www.work911.com/products

1) Good News - Removal of Popups From Articles911.com

As of Feb. 3, 2002, we've removed all popups from the articles911.com site. This is being done on an experimental basis for the month of February. While removing them will affect site revenue negatively, we feel the site is more functional without them. We'll review this in early March.

2) New Additions To The Article Database

Articles911.com Update

There have been 92 new articles added in the last three weeks. To access new articles ONLY, go to http://www.articles911.com/New/

A quick summary: Some excellent high quality articles added to the Change Management section at: http://www.articles911.com/Change_Management/index.html, including an excellent article by Peter Drucker.

New sections and new articles in E-Commerce section, and Business Communication. The latter deals with issues like public speaking, writing press releases, and marketing via communication. You can access these by checking out the new section or, as always by accessing the main page at http://www.articles911.com

Finally, a newer section on Personality & Learning Styles at: http://www.articles911.com/Personality_And_Learning_Styles/

At the moment articles on the MBTI and the Enneagram. We will be expanding this category in the future to include other instruments.

3) Numbers!

Since we started counting, we've served up almost 200,000 article views from the articles911.com site.

Articles of Note:

MEASURE FOR MEASURE: Looking at an Australian Critique of the MBTI, published in Australian Psychologist outlines some important points and criticisms of the Myers-Briggs Temperment, in summary form. It's usefulness is the inclusion of references to some articles published in legitimate psychological journals. Access at:

http://www.work911.com/cgi-bin/links/jump.cgi?ID=2957

Also on the subject, take a look at Ethical Use Of The MBTI, which outlines a code of ethics for the use of this popular tool.

Access at:

http://www.work911.com/cgi-bin/links/jump.cgi?ID=2961

We now have a brand new ordering system for both our electronic and print products. Our books and helpcards can be ordered via a secure server. Electronic products can be downloaded so there is little or no waiting. Books on communication, conflict, and help cards on a range of subjects can be previewed free of charge. The new system is at:

http://www.work911.com/products

FEATURED ARTICLE BY ROBERT BACAL

Improving Communication -- Tips For Managers

It can also be said that many managers do not communicate well, and do not set an organizational climate where communication within the organization is managed effectively.  This isn't surprising, since a manager who communicates ineffectively and does not encourage effective organizational communication is unlikely to hear about it. Poor communication is self-sustaining, because it eliminates an important "feedback loop".  Staff are loathe to "communicate" their concerns about communication because they do not perceive the manager as receptive.  Both staff and management play out a little 
dance. 

In short, you may be fostering poor communication, and never know it. You may see the symptoms, but unless you are looking carefully, you may not identify your own involvement in the problem.  What can you do about it? 

Your Role In Communication Improvement 

Effective organizational communication, regardless of form, requires three things. 

First, all players must have the appropriate skills and understanding to communicate well.Communication is not a simple process, and many people simply do not have the required depth of understanding of  communication issues. 

Second, effective organizational communication requires a climate or culture that supports effective communication.  More specifically, this climate involves trust, openness, reinforcement of good communication practices, and shared responsibility for making communication effective. 

Third, effective communication requires attention.  It doesn't just happen, but develops as a result of an intentional effort on the part of management and staff.  Too often, communication, whether it is good or  bad, is taken for granted. 

We can define your role in improving communication with respect to each of these.  First, if you want to improve communication, you will need to ensure that you and staff have the skills and knowledge  necessary to communicate effectively.  This may mean formal training is in order, or it may mean that you coach staff and provide feedback so that they can improve. 

Second, you play a critical role in fostering and nurturing a climate that is characterized by open communication.  Without this climate, all the skills in the world will be wasted. 

Finally, you must bring communication to the forefront of organization attention.  If you make the effort to improve communication, your staff will recognize that it is important.  If you ignore it, so will staff. 

Some Specific Tips: 

1)   Actively solicit feedback about your own  communication, and communication within the organization.  Ask staff questions like: 

     When we talk, are you generally clear about what I  am saying? 

     Do you think we communicate well around here? 

     Have you got any ideas about how we could  communicate better? 
 
Consider including these questions (or similar ones)   in your performance management process, or staff  meetings. 

2)   Assess your own communication knowledge and  understanding 

(See self-assessment instrument on Page 5-sorry, not available online). 

3)   Working with your staff, define how you should communicate in the organization.  Develop  consensus regarding: 

     a)   How disagreements should be handled. 

     b)   How horizontal communication should work (staff to staff). 

     c)   How vertical communication should work (manager  to staff, staff to manager). 

     d)   What information should be available and  when. 

     Once consensus is reached, support the achievement  of these goals through positive reinforcement and  coaching. 

4)   Look at the impact of the structure of your  organization and how it impacts on communication.    Indirect communication (communication that is   transferred from person to person) is notorious for  causing problems.  Look at increasing direct communication where the person with the message   to send does it directly with the receiver. 

5)   Learn about, and use active listening techniques.  This will set a tone and contribute to a positive  communication climate.  If you don't know what  active listening is, find out.  It's important. 

6)   Consider undertaking a communications audit. (see sidebar). 

Conclusion 

We only have space to give you a few tips, and communication is a very complex process.  We suggest that you take the communication self-assessment checklist on the following page, to assess your own  understanding and application of communication principles. 

If you would like to increase awareness and attention to communication, consider copying the self-assessment checklist and distribute it to staff. 

Suggest that they complete it for their own use, and follow it up by discussing organizational communication in a staff meeting. 

Be aware that exploring communication patterns and effectiveness can bring to the surface a number of resentments and perceptions.  If you aren't prepared to deal with these, it is best to look to an outside 
consultant. 

Contents of this newsletter are copyright Robert Bacal, 2001. Subscribers to this newsletter may print it out and send it to colleagues or others in hard copy, or may forward it to individuals via email. It may NOT be reproduced on websites, or used in training events or profit related activities of any kind without express permission. It may not be posted to newsgroups or discussion lists.

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