Involves Exchanging Something Of Value For An Agreement To Lessen

Analyzing something vague like “communication” can be difficult: it`s often in this area of “I know it when I see it.” Sociologists use complex research strategies to represent communication between individuals in a group, but it is unlikely that most organizations have either the resources or the desire to make these efforts. There are a number of simpler ways to look at your internal communication, which at least gives you a general idea of how well it works. Some things need to be mentioned here. One of them is that true cultural sensitivity requires a certain degree of personal development. In a small town in Massachusetts, the high school mascot was a cartoon character of a drunk Indian crowded by war with a tomahawk. A Native American group was consulted by a student to explain why the mascot was insulting to them and why it might be appropriate to change it. The city`s reaction was that the mascot was correct and that Native Americans were not allowed to be insulted. Most citizens were simply unable to understand that everyone could be insulted by something that did not offend them and that there could be different opinions or feelings about something. Some collaborators simply do not understand the theme of cultural sensitivity and may take time – a long time. in some cases forever – to get to a point where they can understand it. The following proposals to create an appropriate communication climate apply to all members of the same organization, but apply in particular to directors and managers.

No matter how democratic an organization is or claims to be, people always tend to seek leadership for those with the most responsibility. It is precisely when the implementation of internal communication leads to a real change in the culture of the organization that leaders must establish a very high level of openness and respect when they expect others to follow. Training, like any other aspect of the organization, should reflect the values you want to communicate. If all training is delivered or conveyed as “truth” by an authority, trainees are unlikely to feel that organizational culture is the culture of openness or that their opinion is important. If people are encouraged to share their own experience, discuss all the information given and challenge the coach if they disagree, not only will the training be more valuable, but new collaborators will learn what the organization wants and expects from them. In short, the form and content of the training must go hand in hand. There are three interrelated problems that an organization must solve to promote internal communication. .

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