Correcting Mis-communication within your entity

S

selena15

#1
Hi Covers
missing you so much :)
Merry Christmas to you Folks

I wanna know how do you face Mis-communication within your entity and correct it while it got as a rootcause the fact that:

- The department aren't enough open to the others and tempt to act as a single one ?

Or/And

- If i inform Zack that mean that Zack will be as skilled as me?

Or /And

- aren't tempted to open a discussion to improve a system and go to the best ?

And what is the impact of these into to implementation of successful QMS.?

It is one of the cost of poor quality but how to address it if it is a deeeply established and what kind of resistations can be shown to address it

Actualy i got this question from some friends and i would be interesting to hear your wise quotes

:thanx: in advance

Sel
 
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harry

Super Moderator
#2
Re: Correcting Mis-communication

1. I don't think the problem is as simple as mis-communication. I think it is the result of 'silo' behavior and territory or turf protection.

2. Traditional structuring of the organization into departments promote this kind of behavior and attitude. Removal of these silos or departments (restructuring) plus 'culture' change can go a long way to change these behaviors.
 

Chennaiite

Never-say-die
Trusted Information Resource
#3
Re: Correcting Mis-communication

Merry Christmas.

I thought, the problem with Communication is two-fold.

1- Communication is done but not effective or in other words right information not reaching right person at the right time.

2- Communication is not done deliberately.

I believe both these cases equally contribute for Mis Communication. While the former is easy to resolve for any Organization, the solution for the latter lies definetly in bringing change in the culture, which cannot be achieved overnight.
Guess my "Communication" is clear.
 
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S

selena15

#4
Re: Correcting Mis-communication

Hi folks

I'm agree with you chenaiite

I thought, the problem with Communication is two-fold.

1- Communication is done but not effective or in other words right information not reaching right person at the right time.

2- Communication is not done deliberately.
For the first point, it has occured one day between the purchasing and accounting depart, an account has asked one person to do something in ordrer to improve theirs tasks, she didn't send the request to the head of dept, as result, it was ignored and later the internal audit when it came had issued one NC to the whole adm dept because of that.

from another point, i ve tried to know the poeple point of view about this, and i got some answers as :
- If you aren't informed about one thing, that is mean that you aren't interested and not nobody didn't inform you!! mean that we have to seek of information in all case not just expect to get it from the others :confused::confused:
If i don't know about something, how can i have the idea to seek of it

- the information is taken in some case as the power or a part of my competancies, so if i communicated, i would lost at least part of this competancy or power : this is explained by your point 2

- if the org is interested just by the result. as well as every thing is ok?

Harry, i don t inderstand what you mean?

waiting your feedback
Sel
 

Wes Bucey

Quite Involved in Discussions
#5
One of the common errors in communication is the lack of confirming and evaluating the communication has, indeed, passed on the intended message AND that it was understood and assimilated by the intended target.

Bosses are frequent miscommunicators simply because they usually have targets too intimidated to speak up when they aren't sure of the message - think "Emperor's New Clothes."

Employees trying to communicate with bosses are likewise too intimidated to ask the bosses if they actually got the message and understood it. Frequently, staff and tech people speak jargon and bosses are too embarrassed to let on they don't understand the jargon of their own employees.
 

Stijloor

Staff member
Super Moderator
#6
One of the common errors in communication is the lack of confirming and evaluating the communication has, indeed, passed on the intended message AND that it was understood and assimilated by the intended target.

Bosses are frequent miscommunicators simply because they usually have targets too intimidated to speak up when they aren't sure of the message - think "Emperor's New Clothes."

Employees trying to communicate with bosses are likewise too intimidated to ask the bosses if they actually got the message and understood it. Frequently, staff and tech people speak jargon and bosses are too embarrassed to let on they don't understand the jargon of their own employees.
With your tremendous experience, what would you suggest?

Stijloor.
 
L

LeanMfgGuru - 2010

#7
Selena,

There are many comments here, none that I would disagree with. In a lean culture, communication is an integral part of engaging and involving employees. Certainly in my experience, the most common things that I have found are the typical "silo", and "black box" environments. In a "silo" tpye of environment, groups tend to communicate well within their group, but often the communication is not transferred to other groups that need the information. In a black box type of environment, small groups of managers work well and communicate together, but leave other members of the team out of the loop. I certainly don't have the absolute answer, but I can offer some suggestions that may help improve communication.

Create a communication board (based on key metrics) and have a daily standing meeting for managers/leadership, usually 5 to 15 minutes in length.

Shift start-up meetings on the production floor, usually held right in the work cell, and generally have a small communication board (based on the key metrics of that machine or work cell).

Weekly team meetings, for both management, and shop floor teams.

Monthly communications meetings that are chaired by the senior site manager, and generally various members of the mgt./leadership team report out on key metrics that they are responsible for, as well as any ongoing improvement projects.

I hope this is of some help to you, if I can help with anything, please e-mail me I would be glad to help if I can.
 
S

selena15

#8
Hi Wes and Stijloor

Nice to see you

One of the common errors in communication is the lack of confirming and evaluating the communication has, indeed, passed on the intended message AND that it was understood and assimilated by the intended target.
This is true, the most of the time, to check that the message was communicated is done just by to receive the read confirmation in outlook
or signature in the intendance sheet


Bosses are frequent miscommunicators simply because they usually have targets too intimidated to speak up when they aren't sure of the message - think "Emperor's New Clothes."
It can be one possibility when we aren't sure about our topic and abuse of our position to try to hide it. But most of the time, it won't be possible because, the receivers of the message aren't enough blind to lose that and the abuser would get, as feedback, a lost of some of its authority and reliablility. aren't you agree ?

Employees trying to communicate with bosses are likewise too intimidated to ask the bosses if they actually got the message and understood it. Frequently, staff and tech people speak jargon and bosses are too embarrassed to let on they don't understand the jargon of their own employees.
I've saw before in the same entity 2 kind of messages received: a part of staff feel free to communicate any message or request to the top management and the other part of staff are just as you are describe it!
Here i would be tempted to say that it is the responsability of the second staff to feel embarrassed.

and As Stijloor has said, how it can be fixed

Thanks in advance and have nice week
Selena
 

Wes Bucey

Quite Involved in Discussions
#9
Hi Wes and Stijloor

Nice to see you



This is true, the most of the time, to check that the message was communicated is done just by to receive the read confirmation in outlook
or signature in the intendance sheet




It can be one possibility when we aren't sure about our topic and abuse of our position to try to hide it. But most of the time, it won't be possible because, the receivers of the message aren't enough blind to lose that and the abuser would get, as feedback, a lost of some of its authority and reliablility. aren't you agree ?



I've saw before in the same entity 2 kind of messages received: a part of staff feel free to communicate any message or request to the top management and the other part of staff are just as you are describe it!
Here i would be tempted to say that it is the responsability of the second staff to feel embarrassed.

and As Stijloor has said, how it can be fixed

Thanks in advance and have nice week
Selena
As I see it, communication (whether oral or written) has about ten simple steps for the communicator (the one initiating the communication) to consider each time he/she begins. With practice and repetition, the steps become second nature.
Ten Tips for Success in Communicating
By Wes Bucey

Everyone seems to have a list – ten best this; ten worst that. My own favorites are the ones I catch on David Letterman from time to time.

Most of the lists I see and hear for better speaking tips seem to be written by guys with an H. Ross Perot mentality: “It’s just this simple!” who then go on to list stuff I can never remember without looking at the list plus –I usually forget where I left the list.

So what do I do? When I was in high school, I worked on the school paper and we lived by the five W’s of reporting. Even after 40 years, they don’t seem to be obsolete, so I use them for my first 5 “better speaking tips.”

1.Who is the audience?
- without an audience to target, why bother?

2.What [do they want , need, or expect to hear?]
- do I have sufficient data to meet the need

3.When [is the speech?]
- do I have conflicts? What will the audience be coming from or going to?

4.Where [is it?]
can I find my way? Is the room too big, too small, too hot, too cold, too loud too quiet?

5.Why [this topic? This audience? This speaker? This time? This place?]
- why am I willing to do this (love, greed, glory, fear)?

Then we often added “how?”

6.How should I present this to fit the audience and budget for time and money?
- am I willing to make a credible presentation within the budget of time and money?

The final FOUR (the four R’s):

7.Remember [what it’s like to be an audience]
- craft and shape the presentation to appeal to the target audience

8.Relax
- Nobody expects or wants to see a speaker collapse from stage fright.

9.Rehearse
- be sure the timing is right

10.Review
-pretty obvious idea – “review everything”
I wrote the above for a college class I teach in public speaking. The tips are equally applicable for written communication. Oral face-to-face communication seems to me to be easier because the speaker can scan the faces and postures of his audience for clues to whether they are "getting the message" or "zoning out."

As a professor, I tell my classes often, "My task is to help you learn; your task is to learn. Any time you think one or the other of us is not doing his task, say so! Then we can decide to get back on task or go home."

If a boss is trying to communicate to a subordinate, failure to do so on part of boss or employee can damage the organization, sometimes irrevocably. If that happens, everybody loses. Bosses have to be clear they have a responsibility to tailor communication so it is understood and assimilated (used by) by the employee. Sometimes this means using cartoons in work instructions instead of college-level English.

If communication is important between boss and employee, it is even more important between supplier and customer.

The common concept we often preach in the quality profession is "Contract Review." At its most basic, Contract Review is assuring the communication between customer and supplier is understood at every pertinent level of each organization. In my own "vast experience," I have seen a lot of expensive delays simply because a customer "forgot" to pass on official revisions to incoming inspectors, who subsequently rejected incoming goods because "they don't match my version" even though they do match the version on the contract held by the supplier.

If you are receiving the communication (often one way direction) from a boss or customer, you have a responsibility to assure you REALLY understand it. This means having the courage to speak up to the communicator when you aren't sure, saying simply, "I'm not sure I really understand what you want me to know here. I understand you to mean [whatever] - is that correct?"

Rarely a month goes by here in the Cove that we fail to get a post which starts off, "My customer's drawing says [whatever], what does he mean?" What such a query means to me is that Deming's admonition to "Remove Fear!" hasn't gotten to that person's organization because that person is afraid to ask the question directly of the one who miscommunicated in the first place.

One other thing:

just because a communication is written or visual instead of verbal doesn't guarantee it may be understood any better by the intended audience. When we talk about training, one of the most often omitted steps in training is for instructors to evaluate whether the trainee really comprehended the training to the point where he can perform the task correctly without assistance or close supervision. The mere fact a trainee signs a piece of paper attesting to receiving training proves nothing more than the trainee can make his mark in the appropriate box. I went into the doctors' break room to watch TV the last time I was in the hospital for a stress test because I had to wait an hour or so for my turn at the CAT scan. I came across a DVD for performing a stent insertion and watched it. Would you really trust ME to put a stent in one of your coronary arteries just because I had "received the training?"
 

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S

selena15

#10
Hi

Sorry for the delay

LeanMfgguru, sorry, i didn't see your answer firstly.:notme:

I'm agree with you about the fact to communicate in the whole level of an org° but i would be a bitte reserved about to increase the quantity of meetings.

Be carefull, the target of my seek is to correct the mis-communication.

We can have lot of meeting and in the all different levels but if it isn't well defined, from the start, and more important, the first concerned people not involved in the specific meeting; the target to pass well the message has the chance to not pass.

A simple example, usually the target is assigned, through one meeting to the responsibles and let's say in the proper manner, does this ensure that the message would be transmitted to the concerned, in one lower level by the responsible in the same quality of communication???

Sometime i would rather that the message is communicated in the first time to the operators and after to their supervisor, or together that in the inverse way.

...If you are receiving the communication (often one way direction) from a boss or customer, you have a responsibility to assure you REALLY understand it....
.... such a query means to me is that Deming's admonition to "Remove Fear!" hasn't gotten to that person's organization because that person is afraid to ask the question directly of the one who miscommunicated in the first place.....
Wes, Thanks for these explanation, and it would be for sure improvement if we succed to implemente it, because as you said above, to remove the fear and take with 2 hands our responsability to get the proper message isn't so easy to get people to do so. and i would be interested to hear how to break down the resistance from all concerned; even those who deny to mis-communicate to get these working

waiting your feedback

Good night :)

Sel
 
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