Four Rules For Effective Communication

Rule 1: communication is a kind of perception. Zen once raised a question. "If no one hears when a tree falls, will there be any noise?"

The answer is "no".

When a tree falls, it will produce sound waves, but unless someone perceives it, there will be no sound.

Communication takes place only when there are recipients.

When you talk with others, you must rely on your partner's experience.

If a manager talks with 1.5 illiterate employees, he must use the familiar language, otherwise the result can be imagined.

It is no good trying to explain the common terminology to others when speaking, because these terms are beyond their perception.

The cognition of the receiver depends on his educational background, past experience and his emotions.

If the communicator is not aware of these problems, his communication will be ineffective.

In addition, obscure statements imply chaotic ideas. Therefore, it is not the statement that needs to be corrected, but the idea behind the statement.

Effective communication depends on how the recipient understands.

For example, the manager told his assistant: "please deal with this matter as soon as possible, OK?"

Aides will judge whether the order or request is based on the boss's tone, expression and body language.

Drucker said: "people can not rely on one word to communicate, but always rely on the whole person to communicate."

Therefore, no matter what channel to use, the first question of communication must be "is this message within the receiver's scope of acceptance?"

Can he get it?

How does he understand? "

Rule two: communication is a kind of expectation. For managers, it is very important to understand the expectations of recipients before communicating.

Only in this way can we know whether we can make use of his expectations to communicate, or whether we need to break the expectations of the recipients with the "shock and awakening of loneliness" and force him to realize that unexpected events have already happened.

Because what we perceive is what we expect to perceive: our mental models will make us strongly resist any attempts that do not meet their expectations, and unexpected events are usually not accepted.

A manager arranges a supervisor to manage a production workshop, but the manager thinks that managing such a chaotic department is a thankless task.

The manager began to understand the expectations of the manager. If the supervisor is an aggressive young man, the manager should tell him that the management of the production workshop can better train and reflect his ability, and may further improve in the future. On the contrary, if the supervisor just muddle through, the manager should tell him that because the company is streamlined, he must go to the workshop or leave the company.

Rule three: communication requires a lot of people.

Communication is always a kind of "propaganda" to achieve some purpose, such as giving orders, directing, reprimand or hospitality.

Communication always produces demands. It always requires the receiver to be someone, to accomplish something, to believe in some idea, and it often resorted to encouragement.

In other words, communication can be convincing if it meets the aspirations, values and purposes of the recipient. Communication will change a person's character, value, belief and desire.

If communication is contrary to the aspirations, values and motives of the recipients, it may not be accepted at all, or the worst case is resistance.

The danger of propaganda is that no one believes it, which makes every communication motive suspicious.

Finally, the message of communication can not be accepted by others.

The result of wholeheartedly propaganda is not a fanatic but a satire. At this time, communication has backfired.

The employees of a company are dissatisfied because of their high work pressure and low salary. They have to slow down or prepare for another job. At that time, the management of the company put forward the slogan "not working hard today, and trying hard to find a job tomorrow", which is even more offensive to employees.

Rule four: information is not communication, but the number of annual reports is information, but at the annual shareholders' meeting, the chairman's speech is communication.

Of course, this communication is based on the figures in the annual report.

Communication is based on information, but information is not the same thing.

Information is not related to people. It is not interpersonal relationship.

The more it does not involve elements such as emotion, value, expectation and cognition, the more effective and trustworthy it is.

Information can be arranged in logical relation, and can also be stored and duplicated technically.

Excessive or unrelated information will make the ditch less effective than expected.

Communication is carried out between people.

Information is neutral, and communication is hidden behind purpose.

Communication is colorful because of the different cognition and intention of the communicator and the receiver.

Although information is essential for communication, too much information can also impede communication.

During the Vietnam War, the US Department of defense fell into the overwhelming numbers.

Information is like a lighting lamp. When the lights are too dazzling, the human eye will be blind.

Too much information can make people feel at a loss.

In addition to the above four principles, Drucker thought that goal management provides a solution to effective communication.

In goal management, the boss and his subordinates discuss goals, plans, objects, problems and solutions.

Since both sides aim at achieving their goals, there is a common foundation for each other to understand each other better.

Even if the boss can't accept the advice of his subordinates, he can understand his point.

Subordinates will have a better understanding of their superiors' requirements.

The result of communication improved naturally.

If a similar approach is adopted in performance evaluation, it can also improve communication.

Drucker's four "simple" questions can be used for self testing to see if you can use these rules and methods in communication: individuals must know what to say, individuals must know when to say, individuals must know who to say, and individuals must know how to say.