Creating Shared Meaning With The Receiver Of A Messag 516884

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

Creating shared meaning within organizational communication is fundamental to effective leadership and team cohesion. Shared meaning refers to the mutual understanding between communicators, ensuring that messages are interpreted consistently and accurately. Without this shared understanding, organizations risk miscommunication, conflicts, and inefficiencies. I agree that creating shared meaning is a core aspect of organizational communication because it fosters alignment of goals, expectations, and values among members.

Effective communication involves not only the clarity of messages but also the receiver's perception and contextual understanding. When individuals from diverse backgrounds or with differing perspectives interpret messages differently, misunderstandings often occur. For example, a manager might emphasize the urgency of a project, but if team members have varying interpretations of what constitutes 'urgent,' their actions may not align, leading to delays or frustration. In such cases, creating shared understanding would require the manager to clarify expectations, actively seek feedback, and confirm comprehension. This process aligns with the transactional model of communication, which emphasizes ongoing dialogue and mutual influence (Lunenburg, 2010).

Obstacles to shared meaning often stem from differences in cultural backgrounds, communication styles, or assumptions. To bridge these gaps, organizations can adopt strategies such as reflective listening, open-ended questions, and use of visual aids. For example, in multicultural teams, creating shared understanding may involve culturally sensitive communication training or establishing common ground through team-building exercises. This helps ensure that the intended message resonates similarly across all receivers, fostering trust and collaboration.

Contrasting perspectives, such as viewing communication as merely transmitting information without the need for mutual understanding, can create issues. If employees believe that their role is just to deliver messages, without ensuring that the message has been understood, errors and misinterpretations may proliferate. To prevent this, organizations should promote active listening and feedback mechanisms, ensuring that shared meaning is genuinely achieved rather than assumed.

In conclusion, creating shared meaning is vital for organizational success. It requires deliberate strategies to understand and address differing perspectives, thereby ensuring messages are interpreted consistently. This not only improves operational efficiency but also strengthens organizational culture and trust.

References

• Lunenburg, F. C. (2010). Communication: The process, barriers, and improving effectiveness. Schooling, 1(1), 1-11.
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• Keyton, J. (2017). Communication and organizational culture: A key to understanding work experiences. SAGE Publications.
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