Chapter 9
Interpersonal Communication
Abstract
This chapter discusses the four elements that comprise communication: the sender, the message, a medium or device for sending the message, and a receiver. Nonverbal communication is also addressed. Formal and informal communication are included in the chapter, along with varying abilities to communicate effectively. Additionally, active communication is defined and expounded upon.
Keywords
Communication; Communication systems; Listening; Message; Nonverbal communicationImportance of communication
“What we got here is a failure to communicate”—a classic line from the Paul Newman movie, Cool Hand Luke—summarizes a general belief by most employees about their jobs and companies for which they work. Communications on the job are normally believed to be poor by most employees. Perhaps complaints about lack of communication are only excuses for the general dislike of job. However why do so many people complain about the lack of good communication?
It is important to understand what communication means. What one person believes is good communication, another person feels is nonexistent communication.
Definition of communication
Communication in an organization is defined as the process by which messages are transmitted from one person to another. Messages may be expressed in the form of emails, bulletins, letters, memos, job descriptions, policy statements, telephone communications, and other forms of verbal information. Some definitions imply that communication occurs only when the sender is successful in sending the intended message. A problem with this definition is that people seldom are totally effective in transmitting their intended messages. The goal in studying communication is to narrow the gap between the intended message and the message that is actually transmitted.
Communication involves four elements:
• The sender
• The message
• A medium or device for sending the message
• A receiver
It is important that the sender and the receiver have similar backgrounds for communication to be totally effective. When communicating, a person never knows for certain what another person is thinking. We make assumptions from verbal and physical signs about what other people are thinking and feeling.
Encoding
Before a message can be transmitted from one person to another, it must be encoded. Encoding is the process of transmitting into words, gestures, facial expressions, etc. that represent the message the sender hopes to communicate. It is important to know that only symbols are transmitted. The meaning depends upon the receiver’s interpretation of those symbols. For example, a small child responds favorably to an adult who speaks in a soft tone of voice no matter what the adult is saying.
Medium
The medium or device of a message can be a face-to-face meeting, an email, a letter, or a telephone call, among others. A different medium is used depending on the nature of the communication. Most people want to discuss serious or important matters in person. The telephone is usually used for less formal communication.
Decoding
The sender’s message must be understood or interpreted. Words and other symbols have multiple meanings. There is no assurance that the intended meanings of the sender are the same as the receiver or decoder. The more experiences the sender and receiver have in common, the more likely it is that the intended message will be understood. In order for people with different experience fields to communicate, at least one must learn to speak the language of the other. Managers who want to communicate with their employees must learn how their employees think and feel. With this knowledge, a person can usually predict with accuracy how a message will be decoded.
Nonverbal communication
Most of what a person communicates is transmitted nonverbally. Any gesture that serves as a word substitute may be classified as sign language. Examples are head movements for yes and no. A wave of the hand may mean both hello and goodbye.
Action languages are physical movements that convey a message but are not specifically used as word substitutes. The way people work, sit, or laugh tells something about them.
Object language can be an intentional or unintentional display of material things that communicate certain messages to other people. A person’s clothes or automobile often communicate a message.
Personality factors and communication
People differ in their ability to communicate. The differences are the result of skills in writing, grammar, and even spelling. Other personality characteristics are important in communicating.
Empathy is the awareness of the needs and motives of others. A person can improve their sensitivity by consciously trying to understand how other people think and feel.
Talkativeness is talking too much or too little. Usually quiet people are poor communicators. Likewise, a good communicator motivates people to talk freely (Figure 9.1).
Assertiveness is shown by people who are persistent and forceful in stating a point of view. A person who gives a good presentation and is convincing in their speech is usually very persuasive.
Trust is an essential element in communication because the ability to express oneself means little if trust is low. When trust is high, people will accept a message and expect honorable motives from the sender. Maturity in the treatment of information is very important. Employees who believe supervisors can be trusted will usually confide in them. Trust develops only over a long period of time. People’s behaviors, not their words, build trust. Simply stated, actions speak louder than words.
Communication systems
In every organization, certain formal communication systems exist. These systems may include communication via computers, fax machines, staff or department meetings, letters, and memos, among others. Organizations vary in the type and number of formal communication systems used due in large part to the philosophy of the management of the firm. We will discuss in another chapter the proper use of this equipment by a security officer.
It is not uncommon in many security organizations for the security manager or director to meet on a daily basis with the security supervisors of a large department. Other organizations may conduct weekly or monthly department meetings and others may meet on a formal basis infrequently.
For security supervisors, it is important to determine what form, manner, and frequency of communication is needed for themselves, as well as the security officers who report to you. Is it necessary to write down every single order or responsibility that develops, or can the security officers in your department understand clearly a modest change or development by just verbal communication? Most security supervisors and officers will learn the hard way what is meant by the saying, “If it’s not written down, it didn’t happen!”
Relatively new security supervisors should learn quickly that besides communicating verbally with the security personnel, it is essential that all direction be written in some formal manner to eliminate confusion and embarrassing mistakes. Consider the following situation:
A security manager requested the contract security site supervisor to remove a security officer who had been causing a disruption in the work force. The site supervisor indicated that he would indeed take care of the problem and communicate to the security officer that she would be transferred.
The following day, the security manager noticed the security officer whom he had asked to be transferred was attempting to enter the facility for the purpose of making a complaint with an executive of the client company. The security manager intervened, and the female security officer politely left the facility. Before she left, the security manager asked if she had received instructions the previous day form the site supervisor that she was not to return to work at this facility again. She replied that she had received no such instructions.
The security manager summoned the site supervisor and questioned him as to what instructions he had left with the security officer. The site supervisor replied that he had informed the security officer that he had to “handle a problem” involving her and that she was to contact the office to receive further information. When asked if he had specifically instructed the female security officer not to report to work he replied that he did not specifically state, “Do not report to work tomorrow; call the office!” Because the officer did not fully understand what her instructions were, confusion existed.
Security personnel who have children can relate to the problems associated with effective communication. If you tell a child to take a shower, the child may very well enter the bathroom, turn on the shower, enter the shower, get wet for several minutes, then get out of the shower. Parents will attest that when instructing a child to take a shower, assume nothing and state the following:
1. Go into the bathroom.
2. Take off all of your clothes.
3. Turn on the hot and cold water to obtain warm water.
4. Enter the shower.
5. Place the shower curtain inside the bathtub.
6. Wet your entire body.
7. Wash your body with soap and a washcloth.
8. Wash your hair with baby shampoo.
9. Rinse all soap and suds from your body.
10. Turn off the water.
11. Begin to dry yourself with a towel before getting completely out of the tub.
12. Complete drying your body.
13. Hang up your towel.
Once a pattern of experience and communication develops between the parent and child, the command, “Go take a shower!” will be followed without having to issue every single detailed instruction. The same is true between a supervisor and employee. Once they know what to expect from one another, communication should improve.
Informal communication
Informal communication includes all messages transmitted in the workplace that are not formal in nature. Organizations could not function without informal communication. For the security supervisor, it must be recognized that security officers will discuss work-related issues while on the job, which will ultimately have a direct impact on how a particular job or task is carried out.
One form of informal communication is the “grapevine”. The grapevine, in an informal structure where information is passed on between employees and departments, involves various aspects of an organization. The grapevine will be the source for unofficial information such as impending layoffs and plant closing. Management may often use grapevines in order to test theories and ideas prior to their actual implementation.
Grapevines usually reinforce messages that are channeled through formal announcements, bulletins, or other forms of communication. The truth of the messages via a grapevine is often debatable.
Climate of the organization
Communication is directly impacted by the climate and atmosphere of the organization. If the organization fosters an open and honest environment where information is presented in a direct and straightforward manner, mutual trust between employees and the organization will normally exist. Even when the information presented is bad news, employees who believe their employer is conducting himself or herself in an open and honest manner will generally support management.
Active listening
The major objective of active listening is to improve communication. Effective listening is a skill that most people do not come by naturally. For the security officer and supervisor, an essential element in improving communication within the security force is to incorporate active listening into the daily management of security officers.
Listening is most effective when a person listens with a purpose. Effective listening begins with a motivation to hear, to understand, and to remember. Active listening requires intense concentration. Often when a person is speaking, the listener is more concerned with what they are about to say in reply—or worse, they are daydreaming.
When a security officer comes to their supervisor with a problem, a typical response on the part of the supervisor is to try to change the way the officer is looking at the situation. A supervisor will often encourage the officer to view things the way he or she sees things. In these situations, the supervisor is usually responding to his or her own needs and not those of the security officer’s. If the supervisor can learn not to direct people, he or she would begin to understand the reason the person feels the way they do.
When a person is using active listening, it is best not to respond to demands for decisions and judgments but to simply allow the other person to express himself. For example, consider the following situations:
Security Officer’s Question
“Don’t you think younger security officers should receive promotions before older, less qualified persons?”
Supervisor’s Response
“Apparently, you feel more qualified officers should receive promotions, regardless of their age. Is that correct?”
Security Officer’s Question
“Why doesn’t maintenance ever fix anything that I put on my inspection reports?”
Supervisor’s Response
“You’re pretty frustrated and disgusted about this, aren’t you?”
These responses allow the employee the opportunity to express what is really bothering them. This approach allows the listener (the supervisor) to participate in the problem or solution without assuming all the responsibility for the decision. This is a process of thinking “with people”.
A good active listener does not pass judgment. If a supervisor gives advice, he or she may be seen as trying to change a person’s point of view. Usually, advice is seldom taken anyway.
To be an effective, active listener, a person must try to see the speaker’s point of view. To listen actively, one must do the following:
• Listen for Total Meaning—Any message has two components: the message content and the feeling or attitude underlying the content. If a security officer comes to their supervisor and says, “Well, I finally finished directing those damn employees into the parking lot!” what message is the officer trying to convey? What occurs or does not occur if the superior says nothing, or says, “They were pretty uncooperative with you?” This will allow the security officer to more openly express him or herself.
• Respond to Feelings—Besides listening for the total meaning of the message, a supervisor must respond to the feelings of the speaker. What is the person really trying to tell me? What does it mean to the speaker? How does the speaker view the situation? Additionally, the listener needs to pay careful attention to the tone of the speaker’s voice. Some points may be conveyed loudly and clearly while other point are mumbled. Particular attention should be paid to the nonverbal signs (facial features, body posture, hand movements, etc.) that the speaker is conveying.
By consistently listening to a speaker, the listener conveys the idea that they are really interested in the speaker, as a person. The speaker will often feel that they are truly respected by the listener [1].
Risks of active listening
If a person is not sincere with active listening, they may come across as being insincere or a fake. Likewise, when a supervisor listens actively to someone, he or she runs the risk of change—changes to himself or herself! To begin to think about a situation from another’s point of view requires a great deal of self-esteem and security. Most people are accustomed to viewing things in certain ways and to seeing and hearing only what they want.
Finally, a listener’s own emotions can become a barrier to effective listening. It is often difficult to suppress emotions in order to concentrate on what the speaker is saying. Emotions may take the form of defensiveness (feeling threatened), resentment (the speaker does not share our viewpoint), or simply a clash of personalities. Listening and understanding what a person is saying is the most central and important aspect of communication.
The following techniques can be used to improve active listening skills:
1. Ask questions of the speaker.
2. Do not ignore the speaker. Concentrate on what they are saying.
3. Maintain eye contact with the speaker. Use head nods and facial expressions to communicate nonverbally with the speaker.
4. Clarify points, such as saying, “Do I understand you correctly? You believe that…”?
5. Seek agreement from the speaker that you heard what they said!
Semantics, accents, and types of speech patterns directly affect the ability for two people to communicate. The author, who is originally from the south, one day asked for a glass of iced tea from a waitress in a northern city. When the waitress asked what size, large or small, he replied, “What’s the difference?”
When told that a large glass was $2.95 and a small glass was $1.75, he blurted out, “For iced tea?!”
The waitress said, “Yes, Asti! Asti Spumante!”
He replied, “I don’t want Asti! I want ICED TEA!”
“Oh, we don’t have that,” the waitress replied.
Common sense tips
For security supervisors or officers, it would be a rare security organization where personnel believe that communication is considered good. It seems that most employees feel that communication is poor; even if it is considered to be adequate, they believe it could be better. Here are some common sense suggestions on improving communication within your security organization:
1. Have written job descriptions for every position and basic job duties or post orders that are clear and explicit in defining job responsibilities.
2. Be sure that all procedures are clearly written and updated frequently.
3. Write all daily communication to security officers in a required reading folder.
4. Conduct monthly shift or departmental meetings to discuss job issues.
5. Post memos, bulletins, and other communication from management in the required reading folder.
6. Discourage gossiping among security officers.
7. Do not discuss with another officer anything that someone else shared with you in confidence.
8. Encourage all security officers to attend companywide employee informational meetings.
9. Meet privately on a quarterly basis with each security officer who reports to you to review performance in general.
10. Take a genuine interest in learning more about each officer. Make mental notes on items that are important to each officer. Remind yourself to ask about these items the next time you speak with them.
Summary
• Communications on the job are normally believed to be poor by most employees. Perhaps the lack of communication complaint is only an excuse for a general dislike for the job.
• It is important to understand exactly what communication means. What one person believes is good communication, another person feels is nonexistent.
• Communication in an organization is defined as the process by which messages are transmitted from one person to another. The goal in studying communication is to narrow the gap between the intended message and the message that is actually transmitted.
• Communication involves four elements: the sender, the message, a medium or device for sending the message, and a receiver.
• It is important that the sender and the receiver have similar backgrounds for communication to be totally effective. In communicating, a person never knows for certain what another person is thinking. We make assumptions from verbal and physical signs about what other people are thinking and feeling.
• Before a message can be transmitted from one person to another, it must be encoded. Encoding is the process of transmitting into words, gestures, or facial expression, among others, which represents the message the sender hopes to communicate. It is important to know that only symbols are transmitted.
• The medium or device of a message can be a face-to-face meeting, an email, a letter, or a telephone call, among others. A different medium is used depending on the nature of communication.
• The sender’s message must be understood or interpreted. Words and other symbols have multiple meanings. There is no assurance that the intended meanings of the sender are the same as the receiver or decoder.
• Most of what a person communicates is transmitted nonverbally. Any gesture that serves as a word substitute may be classified as sign language. Examples are head movements for yes and no. A wave of the hand may mean both hello and goodbye.
• Action languages are physical movements that convey a message but are not specifically used as word substitutes. The way people work, sit, or laugh tells something about them.
• Object language can be an intentional or unintentional display of material things that communicate certain message to other people. A person’s clothes or automobile often communicate a message.
• People differ in their ability to communicate. The differences are the result of skills in writing, grammar, and even spelling. Other personality characteristics are important in communicating.
• Empathy is the awareness of the needs and motives of others. Talkativeness is talking too much or too little. Assertiveness is shown by people who are persistent and forceful in stating a point of view. Trust is an essential element in communication because the ability to express oneself means little if trust is low.
• In every organization, certain formal communication systems exist. These systems may include communication via computers, fax machines, staff or department meetings, letters, or memos, among others. Organizations vary in the type and number of formal communication systems used due in large part to the philosophy of the management of the firm.
• Relatively new security supervisors should learn quickly that besides communicating verbally with all security personnel, it is essential that all direction be written in some formal manner to eliminate confusion and embarrassing mistakes.
• Informal communication includes all messages transmitted in the workplace that are not formal in nature. Organizations could not function without informal communication. For the security supervisor, it must be recognized that security officers will discuss work-related issues while on the job that will ultimately have direct impact on how a particular job or task is carried out.
• One form of informal communication is the grapevine. The grapevine, in an informal structure where information is passed on between employees and departments, involves various aspects of an organization.
• Communication is directly impacted by the climate and atmosphere of the organization. If the organization fosters an open and honest environment, information will be is presented in a direct and straightforward manner. Mutual trust between employees and the organization will normally exist in this case.
• The major objective of active listening is to improve communication. Effective listening is a skill that most people do not come by naturally. For the security supervisor, an essential element in improving communication within the security force is to incorporate active listening into the daily management of security officers.
• Listening is most effective when a person listens with a purpose. Effective listening begins with a motivation to hear, to understand, and to remember.
• Semantics, accents, and types of speech patterns directly affect the ability for two people to communicate.
• For security supervisors and officers, it would be a rare security organization where personnel do not believe that communication is poor. It seems that most employees feel that communication is poor; even if it is considered adequate, they believe it could be better.
Exercises
1. What are the four elements of communication?
2. What is the “grapevine”?
3. What are three commonsense tips for security officers to achieve good communication in an organization?
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