Communication Ideas for Leaders & Managers |
A Case of Confused ContextBy: Robert F. Abbott There was a time in my life when I drove a taxi, which I did after working in radio stations for several years. One morning I was flagged down near the courthouse by a man standing with three women. The weather was warm and the windows were down as I waited for someone to get into the cab. So I couldn't help but overhear their conversation, a heated exchange over a record. I didn't pay very close attention. After all, during my years in radio stations I heard many heated discussions about records: was this Beatles' album as good as the one before; should this Rolling Stones record get airplay or not? Only slowly did I realize these four weren't talking about phonograph records, or music, except in the sense of facing the music. They were talking about criminal records for prostitution, and the man certainly wasn't a record producer, although he may have had a record (of the criminal kind). A case of confused context. My Webster's dictionary defines context as, "the set of circumstances or facts that surround a particular event, situation, etc." In other words, a framework used to orient events and words. In this case, my previous experience in radio stations provided one context for 'record' while the courthouse should have provided another. Have you had experiences where communication failed because of context? Because you brought one framework to a conversation and someone else brought another? Let me give you another work-related context story, one with more relevance (I hope) for most of us. When I became news director at a radio station I was surprised by the new priorities I had to consider. As a journalist, my framework or context had been editorial: which subjects to cover, how I covered them, and so on. But, as a manager that changed dramatically, even though as news director I still dealt directly with editorial issues, but my context became corporate: But, as a manager, my context became corporate: Managing costs; working with the other departments; and so on. Context, helps us communicate effectively because it often gives us the 'why.' It helps others understand 'why' we need do the task this way, why the instructions couldn't be followed, why it's important to do one thing and not another. It offers a layer of information that allows us to understand, as well as act. For example, surveys indicate that employees want to know about their company's strategy. Do they need to know, to be able to do their jobs? No. But, are their jobs more satisfying? Are they more likely be loyal, to stay longer if they know the strategy? Yes. Context often provides a rationale for the work we do, or for the extra effort or time we take to do a job well. In summary, context provides a framework for understanding, and as a result, helps us communicate effectively. To read another article, click here More communication resources...Want to make your writing more lively, more interesting, and more effective? Robert Abbott shows you three quick and easy techniques for achieving those goals, and as a result, getting better results. You get the techniques, a practice document, and an example document in one concise booklet.
One of my favorite resources on public speaking is a free newsletter that arrives by email -- Tom Antion's Great Speaking. Whether you're an experienced speaker/presenter or you're just getting started, this newsletter will help you.
Effective communication begins with a strategy. A plan and a statement that ensure you put your words into the right framework. How to Craft a Communication Strategy, guides you through the four steps involved in developing a strategy and a statement for the strategy. Want to know more? http://www.effective-communication.com/booklets.htm
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Copyright Robert F. Abbott 1999-2006 |
What do you need to know before you begin writing or designing your newsletter? Find the answers in A Manager's Guide to Newsletters: Communicating for Results, the response-focused newsletter book. It was written by Robert F. Abbott, who wrote most of the communication articles you've seen above.