Effective Communications

I think it's important to recognise that communication, in organisational terms, is a game of two halves, played very much in the specific operational and business-cultural context of each organisation.

First there have to be adequate and effective lines and facilities of communication "structure", provision of which, as Roby suggests, can be considered as specialist area; not only regarding the technologies and methodologies involved, but also in relation to the "who talks to whom" ...and when, how, where, etc. These are indeed aspects that can be discussed in general terms at strategic group meetings, that including or resulting in some form of "draft brief" for specialist and more detailed consideration, but these deliberations, and the almost inevitably uniquely tailored corporate solutions leading from them, are then dependent upon the second aspect of communication: The willingness (or ability) of individuals to utilise the systems in place at any given moment in time.

This latter seeming to be, from your outline, the principle problem your client now faces.

The good news is that it is a problem potentially easily solved; the bad news, however, is that its resolution is dependent, not on generalised meetings and discussions, much less outsider or technical intervention, but on the cascade of line managers, from the CEO downwards, themselves communicating with their reports to find out why or how the technical and organisational systems in place are not being used, and whether that is a "technological" problem (like the security of someone's wi-fi when WFH) or maybe their growing feeling of isolation if "self isolating", otherwise WFH, avoiding face-to-face group meetings etc.... or is it because they are being bullied, harassed, having contributions to meetings or projects dismissed or ridiculed, concerned regarding their accent or speech impediment, .....or perhaps the opposite: Overconfidence or arrogance telling them they do not need permissions or discussions with others to do their job impeccably? ....or is it for any of several thousand other reasons applicable both during the current crisis (we are now told is over) or at any other time?

....and none of those aspects can be effectively added to an agenda, to be resolved by a show of hands, a cross-referral to an "expert" or consultant, or a 300 page policy manual. All depend upon "people knowing their people" and being able to communicate with them both professionally and personally to find out why they are not talking, or phoning, or texting, or whatever, and whether the problem is with the electronic widget on their desk, or the sick child they are worried about at home.

It is thus not (entirely) being facetious to suggest that to solve a poor communication issue all that is needed is communication!

...but that communication has to be between the right people.

P

I think it's important to recognise that communication, in organisational terms, is a game of two halves, played very much in the specific operational and business-cultural context of each organisation.

First there have to be adequate and effective lines and facilities of communication "structure", provision of which, as Roby suggests, can be considered as specialist area; not only regarding the technologies and methodologies involved, but also in relation to the "who talks to whom" ...and when, how, where, etc. These are indeed aspects that can be discussed in general terms at strategic group meetings, that including or resulting in some form of "draft brief" for specialist and more detailed consideration, but these deliberations, and the almost inevitably uniquely tailored corporate solutions leading from them, are then dependent upon the second aspect of communication: The willingness (or ability) of individuals to utilise the systems in place at any given moment in time.

This latter seeming to be, from your outline, the principle problem your client now faces.

The good news is that it is a problem potentially easily solved; the bad news, however, is that its resolution is dependent, not on generalised meetings and discussions, much less outsider or technical intervention, but on the cascade of line managers, from the CEO downwards, themselves communicating with their reports to find out why or how the technical and organisational systems in place are not being used, and whether that is a "technological" problem (like the security of someone's wi-fi when WFH) or maybe their growing feeling of isolation if "self isolating", otherwise WFH, avoiding face-to-face group meetings etc.... or is it because they are being bullied, harassed, having contributions to meetings or projects dismissed or ridiculed, concerned regarding their accent or speech impediment, .....or perhaps the opposite: Overconfidence or arrogance telling them they do not need permissions or discussions with others to do their job impeccably? ....or is it for any of several thousand other reasons applicable both during the current crisis (we are now told is over) or at any other time?

....and none of those aspects can be effectively added to an agenda, to be resolved by a show of hands, a cross-referral to an "expert" or consultant, or a 300 page policy manual. All depend upon "people knowing their people" and being able to communicate with them both professionally and personally to find out why they are not talking, or phoning, or texting, or whatever, and whether the problem is with the electronic widget on their desk, or the sick child they are worried about at home.

It is thus not (entirely) being facetious to suggest that to solve a poor communication issue all that is needed is communication!

...but that communication has to be between the right people.

P