1. What is communication, anyway?
Thinking and acting with probabilities.
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2. 1. Language is inherently ambiguous.
Examples
Ok, what’s the big deal?
“If I say something which you understand fully in this respect, I probably made a mistake.” - Alan Greenspan
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3. 2. The comm. process can be described in terms of probabilities.
The sender typically only sees one possibility. The receiver may:
see same same possibility
see different possibility
can not determine the correct possibility
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4. Prop. 2 cont.
The sender may purposely use language to promote multiple probabilities
Equivocate
Verbal Rorschach
Examples: Rec. Letter: “I’m pleased to say this person is a former colleague of mine” or “You will be very fortunate to get this person to work for you”
The receiver may purposely misunderstand
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5. 3. Context building is a dynamic process
“Hand it to me”
Misleading images
Which exerts most power?
Context
Content
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6. 4. Context is “solidified interpretations” that shape probabilities.
Unwritten agreements (rules)
That are not deterministic
But strongly influential
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7. 5. Context is created dynamically & individually through interaction with others.
Context is different than situation
Interaction patterns vary from person-to-person
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8. 6. Context is an efficient mechanism for comm.
Acronyms
Coordination mechanism
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9. 7. The context can become so powerful it acts like a “black hole”.
Adolf Hitler
IBM
When words lose their power, only force remains.
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10. Context construction is uniquely sensitive to time sequencing.
Noncommutativity A +B = B+ A
skyscraper, cathedral, temple, prayer
prayer, temple, cathedral, skyscraper
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11. 9. All comm. carry secondary messages.
Intentional
Unintentional
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12. 10. While interpretations are relative, the process of creating meaning is not.
Understanding is not a hopeless task.
Focus on the process, not the words, not even the people.
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13. So what? Explore the context of employees (MBWA)
Check for possible misunderstandings, even if you think you are understood
Use the “black out” technique to communicate messages that are likely to be misunderstood.
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14. So what? cont.
Recognize that law of “large numbers”. As numbers grow larger, anything can happen. (Harrier Jets and Pepsi)
Build contexts with employees.
Focus on employee interpretations not the message (What they heard vrs. What you said)
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15. So what? Cont. Become sensitive to unwitting secondary messages.
Frame messages carefully (e.g. Cashman).
Carefully manage employee expectations
Silent benchmarks
“Under-promise over-deliver”
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