Principles of Supervision: Barriers to Communication (Filtering, Selective Perception, Information Overload, Emotions, Language, Silence, Non?verbal Cues)

Barriers to Communication (Filtering, Selective Perception, Information Overload, Emotions, Language, Silence, Non?verbal Cues)

Barriers to Communication

What This Is

Barriers to communication refer to obstacles that hinder effective exchange of information between individuals or groups. These barriers can be internal (within the individual) or external (environmental factors) and can significantly impact the quality and accuracy of communication.

Key Models / Frameworks / Steps

• Selective Perception: The tendency to focus on information that confirms our existing beliefs and ignore contradictory information.
  • Example: A manager who only listens to feedback from employees who share their opinion, ignoring opposing views.
  • Acronym: CPI (Confirmation, Perception, and Interpretation)
• Filtering: The process of distorting or altering information to fit our own biases or agendas.
  • Example: A supervisor who changes the meaning of a message to fit their own interpretation.
  • Formula: F = (I x B) / C (Filtering = (Information x Bias) / Context)
• Information Overload: The state of being overwhelmed by excessive amounts of information.
  • Example: A manager who receives too many emails and struggles to prioritize tasks.
  • Step: Eisenhower Matrix (Urgent vs. Important)
• Emotions: Strong feelings that can influence our perception and communication.
  • Example: A supervisor who becomes defensive when receiving criticism.
  • Model: Emotional Intelligence (Self-Awareness, Self-Regulation, Motivation, Empathy)
• Language: The words, tone, and style used to convey meaning.
  • Example: A manager who uses jargon that employees don't understand.
  • Acronym: SAP (Syntax, Ambiguity, and Precision)
• Silence: The absence of communication or the failure to communicate effectively.
  • Example: A supervisor who fails to provide clear instructions.
  • Step: Active Listening (Attentive, Non-Judgmental, and Empathetic)
• Non-verbal Cues: Non-verbal signals that convey meaning, such as body language and facial expressions.
  • Example: A manager who crosses their arms, indicating defensiveness.
  • Model: Nonverbal Communication Theory (Kinesics, Proxemics, and Paralinguistics)

Practical Application

A supervisor, John, is trying to communicate a new policy to his team. However, he becomes defensive when an employee, Sarah, asks a question that challenges his interpretation of the policy. John's emotions get in the way, and he starts to lecture Sarah, rather than listening to her concerns. As a result, the team becomes confused and frustrated, and the communication breakdown leads to a decrease in productivity.

To fix this situation, John should take a step back, acknowledge Sarah's concerns, and ask for clarification. He should also make an effort to listen actively and provide clear explanations.

Common Mistakes

• Mistake: Failing to acknowledge and address emotions in the workplace.
  • Why it fails: Ignoring emotions can lead to further conflict and decreased communication.
  • Fix: Encourage open communication and address emotions in a constructive manner.
• Mistake: Using jargon or technical terms that employees don't understand.
  • Why it fails: Jargon can create confusion and lead to miscommunication.
  • Fix: Use clear and simple language to convey meaning.
• Mistake: Failing to provide clear instructions or expectations.
  • Why it fails: Ambiguity can lead to confusion and decreased productivity.
  • Fix: Provide clear and concise instructions, and check for understanding.
• Mistake: Ignoring non-verbal cues, such as body language and facial expressions.
  • Why it fails: Non-verbal cues can convey important information that is missed in verbal communication.
  • Fix: Pay attention to non-verbal cues and adjust communication style accordingly.

Exam Tips

• Selective Perception is a key concept in communication barriers, and the DSST exam may test your ability to identify and explain its effects.
• Be aware of the difference between Filtering and Selective Perception, as they are often confused.
• The Eisenhower Matrix is a useful tool for prioritizing tasks and managing information overload.
• Emotional Intelligence is a critical component of effective communication, and the exam may test your understanding of its components.
• Be prepared to identify and explain the effects of Language, Silence, and Non-verbal Cues on communication.

Quick Recap

• Selective Perception is the tendency to focus on information that confirms our existing beliefs.
• Filtering is the process of distorting or altering information to fit our own biases or agendas.
• The Eisenhower Matrix is a tool for prioritizing tasks and managing information overload.
• Emotional Intelligence has four components: Self-Awareness, Self-Regulation, Motivation, and Empathy.
• SAP is an acronym for Syntax, Ambiguity, and Precision in language.
• Active Listening involves Attentive, Non-Judgmental, and Empathetic listening.
• Nonverbal Communication Theory includes Kinesics, Proxemics, and Paralinguistics.