Creating Shared Meaning With The Receiver Of A Message

Creating Shared Meaning With The Receiver Of A Message Is What Organiz

Creating shared meaning with the receiver of a message is what organizational communication is all about. Choose and respond to ONE of the following statements below. Explain whether you agree or disagree. Describe how a different perspective from someone could cause issues and what could be done to create shared meaning. Support your answer with real or hypothetical examples and support material from a credible source, such as the course textbook.

Oral skills are more important than written communication skills for most jobs. People who are the most intelligent make the best grades and are the most successful. The successful organizational member must be competitive and persuasive. The successful organizational member is more analytical than others and believes technical skills are more important than communication abilities. It does not matter how I use nonverbal communication techniques, for everyone knows that what I say is more important than how I say it.

You are required to use at least your textbook as source material for your response. Feel free to use another credible source to support your ideas. All sources used, including the textbook, must be referenced in APA style; paraphrased and quoted material must have accompanying citations in APA style. Your response should be at least 200 words in length.

Paper For Above instruction

Effective organizational communication hinges on creating shared meaning between the sender and receiver of a message. This shared understanding ensures that organizational objectives, expectations, and intentions are mutually comprehended, facilitating collaboration and reducing conflicts. I agree that establishing shared meaning is fundamental to organizational communication because it aligns the perceptions of all parties involved, promoting clarity and effectiveness. Without shared meaning, messages can be misunderstood, leading to errors, decreased productivity, and strained relationships.

For example, in a workplace scenario, a manager might convey a new policy via email, assuming that employees will interpret the instructions correctly. However, if employees interpret the message differently due to ambiguous language or differing perspectives, implementation can falter. A manager might think the deadline for a project is flexible, while employees perceive it as fixed, resulting in missed deliverables. Creating shared meaning involves employing clarity in communication methods such as active listening, feedback, and confirming understanding through questions or paraphrasing (Schramm, 1954). Active listening allows the receiver to confirm they understand correctly, reducing misinterpretation. Additionally, using multiple communication channels—verbal, written, and nonverbal—can reinforce the message, ensuring mutual understanding.

Different perspectives can cause significant issues in the shared meaning process. For instance, cultural differences may lead to varied interpretations of nonverbal cues or language nuances. A gesture or phrase that is benign in one culture might be offensive or confusing in another, causing communication breakdowns. To mitigate such issues, organizations can promote cultural awareness and train employees in intercultural communication skills. Furthermore, fostering an environment where questions and clarifications are encouraged cultivates openness and shared understanding (Harris & Nelson, 2017).

In conclusion, creating shared meaning is critical for effective organizational communication. Techniques such as active listening, clarification, and cultural awareness help bridge interpretative gaps, fostering a collaborative environment where messages are understood as intended. This approach not only enhances efficiency but also strengthens organizational relationships, aligning well with principles outlined in communication theories (Schramm, 1954; Harris & Nelson, 2017).

References

• Harris, T., & Nelson, M. (2017). Interpersonal communication skills in the workplace. Routledge.
• Schramm, W. (1954). How communication works. In W. Schramm (Ed.), The process and effects of mass communication (pp. 3–26). University of Illinois Press.