Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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Settings spring up very easily, but it is very difficult to change them, because they become the<br />
criteria <strong>for</strong> perceiving relevant in<strong>for</strong>mation as true or false in the future. For example, if the next<br />
time frogs are not delicious – that will seem normal (why to expect more?), but if they appear to be<br />
delicious – then it will be something curious <strong>and</strong> might require a very special reason. We are full of<br />
settings <strong>and</strong> preconceptions, <strong>and</strong> everyone is different, as much as his or her life experience is<br />
different from the life experiences of another.<br />
The <strong>for</strong>th step is to create a message – trans<strong>for</strong>ming an initial idea into a set of signals – using<br />
certain language with certain meanings <strong>and</strong> bearing in mind all related settings. The message may<br />
appear to be too long, thus masking the principal content with additional stuff, or too short, thus<br />
inevitably simplifying the idea, or just wrong, due to illiteracy or a mistake. A message is never the<br />
same as an initial idea. It is only a more or less apt model of it. Also, the message that is received<br />
is never the message that was sent. It arrives coupled with background noise, additional nonrelevant<br />
signals; it mixes with emotions, <strong>and</strong> so on.<br />
The receiver of the message must trans<strong>for</strong>m it into meaning - applying his or her own settings <strong>and</strong><br />
preconceptions, through their own thesaurus, in their own language. It is really a miracle if the<br />
idea that was perceived is sufficiently similar to the initial one to recognize the communication as<br />
being effective. Picture 8 illustrates at least seven serious barriers to communication.<br />
1. Non -compliance of languages<br />
2. Non -compliance of<br />
thesauruses<br />
3. Non -compliance of settings<br />
Language<br />
thesaurus<br />
_<br />
thesaurus<br />
_<br />
Language<br />
Settings<br />
Discrete<br />
thought<br />
Discrete<br />
thought<br />
Analogous idea<br />
Message that was<br />
sent<br />
Message that<br />
was received<br />
Analogous idea<br />
Emotional<br />
background<br />
4. Noises <strong>and</strong> distortions<br />
Emotional<br />
background<br />
5. Non -compliance of emotional backgrounds<br />
6. Non -compliance of messages<br />
7. Non -compliance of thoughts<br />
Result = Non -compliance of analog ideas<br />
Picture 9. Seven barriers <strong>for</strong> communication<br />
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