"The Characteristics of information imply that the smallest, effective size [of communication] is the best."
There are two important things Peter Drucker talked about here, that are extremely important to successful communication in a business.
While the ability to get something delivered to someone is important, it's far more important for the person receiving it to understand what is being communicated.
The first thing for Drucker concerned the size of a group that needed to be communicted with. His obvious insight was the smaller the group is, the better.
I agree with that, but it also depends on what is being communicated. If there's something an entire business needs to know, and that business is huge, a small group isn't part of the equation. But, the initial communication in cases like these should be with a small group of significant people in the company, who can than accurately deliver the message to the rest of the company. Most of that is obvious.
What is more important and not as obvious in all this, is what Drucker called "communion." What he was referring to there, is that the one receiving the communication has to be more than simply hearing the words, but understanding the meaning behind the words as well.
As Drucker said, you can have all the clear connections in the world, but if the person doesn't understand what you're trying to say, it won't matter. In other words, even though it's important to use any tool - including technology in our communications - none of that matters if the meaning between the two parties is distorted in any way.
It's like having a connection to talk with someone, but the person speaks another language. No matter how good the channels of communication are set up, if the meaning isn't there, the rest is irrelevant.
This is another reason why two people can receive the same information, but without understanding its implications, one can be wildly successful, and the other very mediocre. It's all in the meaning of what is being communicated.
The end of all communication, no matter what the subject matter, is that the people or person receiving it understands what is being said. We must be sure that they do, otherwise there will be a lot of unpleasant surprises emerging from our people, and we'll scratch our heads wondering where they got the idea to do something like that.
I hope you don't underestimate the importance of what is being said here. It probably could be listed as one of the top five major problems that happen in a company. How many times have you heard a worker say "I didn't know that's what you meant?" It's our responsibility to make sure they understand what we mean.
One thing you can do is have them not only repeat in general back to you what you said, but then ask them right out what they think you mean.
If your company or division size makes it a requirement that communication goes beyond a small group of people, it's essential to consistently reaffirm what was meant and communicated. Ask those you communicated with the same questions you would ask the individual. Listen carefully to how they're interpreting what you said. Have them write it down. Make them think it through.
These types of actions ensure the clarity of meaning in what's being communicated. Each of us come from such different backgrounds, that the chance of being misunderstood is great every time we talk to someone.
You may think of it as the receiver being stupid or ignorant, but most the time that's not the case. Many times we simply communicate from our own matrix, and when we direct it at someone else, there's the opportunity to be misunderstood.
Just don't assume the fact that you've communicated, guarantees meaning came with it. Make sure the meaning, along with the words, has been implanted in those hearing what you're saying. It's a more important part of management than most business leaders know.
Other Peter Drucker Resources:
The Man Who Invented Management
Beyond the Information Revolution
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