barriers-in-communication

Barriers in Communication

Barriers in communication are any factor that prevents, disables, or inhibits the transmission of messages between sender and receiver.  Communication barriers prevent messages, ideas, and thoughts from being received or cause them to be misinterpreted.

AspectExplanation
Barriers in CommunicationCommunication barriers refer to factors or obstacles that hinder effective communication between individuals or within organizations. These barriers can impede the flow of information, leading to misunderstandings, misinterpretations, and communication breakdowns. Identifying and addressing these barriers is crucial for improving communication effectiveness.
Types of BarriersCommunication barriers can be categorized into several types:
1. Physical Barriers: These include distance, noise, and physical obstacles that disrupt communication.
2. Semantic Barriers: Language differences, jargon, and unclear messages fall under this category.
3. Psychological Barriers: These involve emotions, attitudes, and biases that affect how a message is received.
4. Cultural Barriers: Differences in customs, norms, and values can lead to misunderstandings.
5. Organizational Barriers: These pertain to issues within the organization, such as hierarchy, policies, and structure.
Importance of AddressingRecognizing and addressing communication barriers is vital for effective interpersonal and organizational communication. Overcoming these barriers enhances collaboration, reduces conflicts, and ensures that messages are conveyed accurately and efficiently. Failure to address these barriers can lead to reduced productivity and hinder the achievement of organizational goals.
ExamplesPhysical Barrier Example: In a noisy factory, employees may struggle to hear safety instructions.
Semantic Barrier Example: Using complex technical terms in a presentation may confuse non-technical team members.
Psychological Barrier Example: A team member’s negative attitude toward a project may hinder open discussion.
Cultural Barrier Example: Misunderstandings may arise when a diverse team interprets a gesture differently.
Organizational Barrier Example: A rigid hierarchy can deter lower-level employees from sharing ideas with higher-ups.
Communication StrategiesTo overcome communication barriers, individuals and organizations can implement strategies such as active listening, choosing appropriate channels, using clear and concise language, providing feedback, and fostering an inclusive and open communication culture. Effective communication training and awareness-building also play a vital role in addressing these barriers.
Impact on BusinessesIn a business context, communication barriers can result in decreased productivity, errors, missed opportunities, and strained relationships. Effective communication is essential for decision-making, innovation, customer satisfaction, and overall success. Organizations that proactively address these barriers tend to be more agile and competitive.

Understanding barriers in communication

Buffer’s 2020 State of Remote Work Report found that communication was a major pain point for employees working remotely.

In fact, communication difficulty experienced by remote workers was rated as the most significant struggle next to loneliness. 

In addition to remote work, communication barriers exist in many other forms across various person and professional contexts.

Thus, it should come as no surprise that awareness of these barriers is vital to successful interpersonal communication.

These barriers also wreak havoc at the organizational level, with a 2018 SHRM survey of over 400 companies finding that poor internal communication costs around $62 million per year.

Another study found that, even before the COVID-19 pandemic, almost 75% of employees felt they missed out on company news and information despite 85% claiming they were most motivated at work when kept in the loop.

The three core types of communication barriers

In workplaces, the three most common types of communication barriers are emotional, language, and physical. Let’s take a look at each.

Emotional

Some find it difficult to express their emotions and may be unable to communicate that they are stressed.

Others have become fatigued by the pandemic and the constant state of fear, anxiety, and uncertainty it has created.

Others simply find it hard to process emotions whatever the case.

Some employees in a performance review, for example, may be unable to receive constructive criticism or feedback without a negative emotional reaction.

Language

The inability to understand a different language is one of the more common barriers to communication – particularly for large or global teams. 

Even those who speak the same language may find communication difficult if an employee uses buzzwords, expressions, or industry jargon someone else is unfamiliar with.

Physical

Physical barriers relate to the point earlier about problems with communication in remote work.

While most have access to video collaboration tools, there is nothing quite like face-to-face interaction for picking up on subtle body language, posture, and verbal cues. 

Physical barriers may also include closed office doors, cubicles with office dividers, separate areas for different departments, and so-called “team territories” that others avoid.

Other types of communication barriers

Here are some less common (but no less critical) communication barriers:

Attitudinal

These barriers are mostly perceptual and arise from poor management, conflicts of personality, a lack of employee motivation, and a preference to maintain the status quo.

Intergenerational

From Traditionalists born before 1945 to Generation Z born after 1996, there are now five different generations in the workforce.

Each has its own communication preferences, values, norms, and expectations which can pose problems.

Organizational structure

Inflexible, hierarchical organizational structures tend to be the most ineffective for communication.

Aside from strict top-down control and formal adherence to processes, these structures do not promote information sharing or collaboration across the company.

Key takeaways

  • Communication barriers prevent messages, ideas, and thoughts from being received or cause them to be misinterpreted.
  • In workplaces, the three most common types of communication barriers are emotional, language, and physical.
  • However, other less prevalent forms have the same effect. These include barriers resulting from undesirable employee attitudes or interactions between employees from different generations. Hierarchical organizations also pose barriers to communication because of their structure.

Key Highlights

  • Communication Barriers: Communication barriers are factors that hinder the effective transmission of messages between senders and receivers, leading to misinterpretation or prevention of communication.
  • Remote Work Challenges: According to Buffer’s 2020 State of Remote Work Report, remote workers often face communication difficulties, which can be a significant challenge alongside feelings of loneliness.
  • Significance of Barriers: Communication barriers exist in various personal and professional contexts, impacting successful interpersonal communication and organizational effectiveness.
  • Organizational Costs: Poor internal communication can be costly for organizations. A survey by SHRM in 2018 found that inadequate communication costs companies around $62 million annually.
  • Emotional Barriers: Emotional barriers arise when individuals struggle to express their emotions, process them, or respond negatively to feedback. These barriers can hinder effective communication.
  • Language Barriers: Language barriers are common in diverse teams or global organizations. Buzzwords, jargon, or expressions unfamiliar to others can hinder communication.
  • Physical Barriers: Physical barriers, including remote work, closed office doors, and cubicles, limit face-to-face interaction and hinder nonverbal communication cues.
  • Other Barriers: Additional barriers include attitudinal barriers arising from poor management or conflicts, intergenerational barriers due to differences among generations’ communication preferences, and organizational structure barriers in rigid, hierarchical settings.
  • Inflexible Structures: Hierarchical organizational structures discourage effective communication by promoting top-down control and limiting information sharing and collaboration.
  • Key Considerations: Awareness of communication barriers is crucial for successful communication. Emotional, language, and physical barriers are common, but other factors like attitudes, generational differences, and organizational structure can also hinder effective communication.

Barriers in Communication Strategies

ScenarioTypesApplicationImplicationOutcome
Multicultural TeamsLanguage Barriers:In multicultural teams, language barriers can impede communication when team members have different native languages or varying language proficiency levels. Misunderstandings and misinterpretations may occur due to language limitations.Miscommunication and reduced team cohesion.Inefficient teamwork and potential project delays.
Remote Work EnvironmentsTechnological Barriers:In remote work settings, technological barriers such as poor internet connectivity, technical glitches, or unfamiliar software can disrupt virtual communication. Technical issues may lead to communication breakdowns and hinder collaboration.Disrupted virtual meetings and productivity.Reduced remote team efficiency and project delays.
Team Diversity and Inclusion InitiativesResistance to Change:When introducing diversity and inclusion initiatives, employees may resist change, leading to reluctance in adopting new communication practices, engaging in conversations about diversity, or embracing inclusive behaviors.Impaired diversity and inclusion efforts.Potential missed opportunities for diversity benefits.
Corporate HierarchiesHierarchical Barriers:In organizations with rigid hierarchies, employees may hesitate to communicate freely with higher-ups due to fear of repercussions or perceived power imbalances. This can lead to a lack of open dialogue and honest feedback.Reduced transparency and innovation.Potential missed insights and stifled creativity.
Cross-Functional CollaborationDepartmental Silos:Silos can develop when different departments within an organization operate independently and do not share information or collaborate effectively. This creates barriers to cross-functional communication and can hinder project coordination and knowledge sharing.Impaired cross-functional teamwork and efficiency.Missed opportunities for innovation and growth.
Performance FeedbackNegative Feedback Avoidance:Managers or peers may avoid giving negative feedback to avoid confrontation or discomfort. This can lead to a lack of honest feedback, hindering personal and professional development and improvement.Stunted growth and skill development.Missed opportunities for improvement and growth.
Customer Complaint HandlingDefensive Communication:In customer service interactions, employees may become defensive when faced with customer complaints or criticism. Defensive responses can escalate conflicts, hinder issue resolution, and damage customer relationships.Customer dissatisfaction and attrition.Impaired customer loyalty and brand reputation.
Change Management CommunicationLack of Clarity:During change management communication, a lack of clarity in messages, goals, or expectations can create confusion and uncertainty among employees. Unclear communication can lead to resistance and hinder change implementation.Resistance to change and uncertainty.Slower change adoption and implementation challenges.
Email and Written CommunicationMisinterpretation:In written communication, misinterpretation can occur when email or text messages lack context or tone, leading to misunderstandings and miscommunication. Messages may be misconstrued, affecting relationships and decisions.Miscommunication and strained relationships.Reduced efficiency and potential conflicts.
Team Dynamics and Conflict ResolutionAvoidance of Difficult Conversations:Team members may avoid difficult conversations or conflict resolution to maintain harmony, resulting in unresolved issues and tensions within the team. Avoidance can lead to long-term problems and hinder productivity.Unresolved conflicts and tension within the team.Reduced team morale and potential project setbacks.
Cross-Cultural Business RelationsCultural Misunderstandings:In global business interactions, cultural misunderstandings may arise when individuals from different cultures misinterpret gestures, non-verbal cues, or customs. These misunderstandings can lead to offense or confusion in business relationships.Cross-cultural tensions and misalignment.Impaired global business partnerships and collaboration.
Crisis CommunicationInformation Delays:During crises, delays in communication can occur due to hesitation or uncertainty in delivering updates or important information. These delays can cause confusion and reduce the effectiveness of crisis response efforts.Slower crisis response and decision-making.Potential reputational damage and increased risks.
Virtual Team BuildingLack of Personal Connection:In virtual team-building activities, a lack of personal connection can hinder team bonding and engagement. Participants may feel isolated, leading to reduced enthusiasm and limited team cohesion.Weakened team relationships and morale.Ineffective virtual team-building efforts.
Employee Feedback and SuggestionsFear of Retaliation:Employees may fear retaliation or negative consequences when providing feedback or suggestions. This fear can deter them from sharing valuable insights, leading to a lack of improvement opportunities and innovation.Missed feedback and innovation potential.Reduced employee engagement and growth.
Customer-Focused MarketingCustomer Data Privacy Concerns:In customer-focused marketing, concerns about data privacy and security may arise when collecting and using customer data. These concerns can lead to customer mistrust and reluctance to engage with marketing efforts.Reduced customer engagement and trust.Negative impact on marketing effectiveness and ROI.

Read Next: Communication Cycle, Encoding, Communication Models, Organizational Structure.

Read Next: Lasswell Communication Model, Linear Model Of Communication.

Connected Communication Models

Aristotle’s Model of Communication

aristotle-model-of-communication
The Aristotle model of communication is a linear model with a focus on public speaking. The Aristotle model of communication was developed by Greek philosopher and orator Aristotle, who proposed the linear model to demonstrate the importance of the speaker and their audience during communication. 

Communication Cycle

linear-model-of-communication
The linear model of communication is a relatively simplistic model envisaging a process in which a sender encodes and transmits a message that is received and decoded by a recipient. The linear model of communication suggests communication moves in one direction only. The sender transmits a message to the receiver, but the receiver does not transmit a response or provide feedback to the sender.

Berlo’s SMCR Model

berlos-smcr-model
Berlo’s SMCR model was created by American communication theorist David Berlo in 1960, who expanded the Shannon-Weaver model of communication into clear and distinct parts. Berlo’s SMCR model is a one-way or linear communication framework based on the Shannon-Weaver communication model.

Helical Model of Communication

helical-model-of-communication
The helical model of communication is a framework inspired by the three-dimensional spring-like curve of a helix. It argues communication is cyclical, continuous, non-repetitive, accumulative, and influenced by time and experience.

Lasswell Communication Model

lasswell-communication-model
The Lasswell communication model is a linear framework for explaining the communication process through segmentation. Lasswell proposed media propaganda performs three social functions: surveillance, correlation, and transmission. Lasswell believed the media could impact what viewers believed about the information presented.

Modus Tollens

modus-tollens
Modus tollens is a deductive argument form and a rule of inference used to make conclusions of arguments and sets of arguments.  Modus tollens argues that if P is true then Q is also true. However, P is false. Therefore Q is also false. Modus tollens as an inference rule dates back to late antiquity where it was taught as part of Aristotelian logic. The first person to describe the rule in detail was Theophrastus, successor to Aristotle in the Peripatetic school.

Five Cannons of Rhetoric

five-canons-of-rhetoric
The five canons of rhetoric were first organized by Roman philosopher Cicero in his treatise De Inventione in around 84 BC. Some 150 years later, Roman rhetorician Quintilian explored each of the five canons in more depth as part of his 12-volume textbook entitled Institutio Oratoria. The work helped the five canons become a major component of rhetorical education well into the medieval period. The five canons of rhetoric comprise a system for understanding powerful and effective communication.

Communication Strategy

communication-strategy-framework
A communication strategy framework clarifies how businesses should communicate with their employees, investors, customers, and suppliers. Some of the key elements of an effective communication strategy move around purpose, background, objectives, target audience, messaging, and approach.

Noise if Communication

noise-in-communication
Noise is any factor that interferes with or impedes effective communication between a sender and receiver. When noise disrupts the communication process or prevents the transmission of information, it is said to be communication noise.

7 Cs of Communication

7-cs-of-communication
The 7Cs of communication is a set of guiding principles on effective communication skills in business, moving around seven principles for effective business communication: clear, concise, concrete, correct, complete, coherent, and courteous.

Transactional Model of Communication

transactional-model-of-communication
The transactional model of communication describes communication as a two-way, interactive process within social, relational, and cultural contexts. The transactional model of communication is best exemplified by two models. Barnlund’s model describes communication as a complex, multi-layered process where the feedback from the sender becomes the message for the receiver. Dance’s helical model is another example, which suggests communication is continuous, dynamic, evolutionary, and non-linear.

Horizontal Communication

horizontal-communication
Horizontal communication, often referred to as lateral communication, is communication that occurs between people at the same organizational level. In this context, communication describes any information that is transmitted between individuals, teams, departments, divisions, or units.

Communication Apprehension

communication-apprehension
Communication apprehension is a measure of the degree of anxiety someone feels in response to real (or anticipated) communication with another person or people.

Closed-Loop Communication

closed-loop-communication
Closed-loop communication is a simple but effective technique used to avoid misunderstandings during the communication process. Here, the person receiving information repeats it back to the sender to ensure they have understood the message correctly. 

Grapevine In Communication

grapevine-in-communication
Grapevine communication describes informal, unstructured, workplace dialogue between employees and superiors. It was first described in the early 1800s after someone observed that the appearance of telegraph wires strung between transmission poles resembled a grapevine.

ASE Model

ase-model
The ASE model posits that human behavior can be predicted if one studies the intention behind the behavior. It was created by health communication expert Hein de Vries in 1988. The ASE model believes intention and behavior are determined by cognitive variables such as attitude, social influence, and self-efficacy. The model also believes that intention predicts behavior such that one’s attitude toward a behavior is influenced by the consequences of that behavior. Three cognitive variables are the primary determinants of whether the intention to perform a new behavior was sustained: attitude, social influence, and self-efficacy. Various external variables also influence these factors.

Integrated Marketing Communication

integrated-marketing-communication
Integrated marketing communication (IMC) is an approach used by businesses to coordinate and brand their communication strategies. Integrated marketing communication takes separate marketing functions and combines them into one, interconnected approach with a core brand message that is consistent across various channels. These encompass owned, earned, and paid media. Integrated marketing communication has been used to great effect by companies such as Snapchat, Snickers, and Domino’s.

Social Penetration Theory

social-penetration-theory
Social penetration theory was developed by fellow psychologists Dalmas Taylor and Irwin Altman in their 1973 article Social Penetration: The Development of Interpersonal Relationships. Social penetration theory (SPT) posits that as a relationship develops, shallow and non-intimate communication evolves and becomes deeper and more intimate.

Hypodermic Needle

hypodermic-needle-theory
The hypodermic needle theory was first proposed by communication theorist Harold Lasswell in his 1927 book Propaganda Technique in the World War. The hypodermic needle theory is a communication model suggesting media messages are inserted into the brains of passive audiences.

7-38-55 Rule

7-38-55-rule
The 7-38-55 rule was created by University of California psychology professor Albert Mehrabian and mentioned in his book Silent Messages.  The 7-38-55 rule describes the multi-faceted way in which people communicate emotions, claiming that 7% of communication occurred via spoken word, 38% through tone of voice, and the remaining 55% through body language.

Active Listening

active-listening
Active listening is the process of listening attentively while someone speaks and displaying understanding through verbal and non-verbal techniques. Active listening is a fundamental part of good communication, fostering a positive connection and building trust between individuals.

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