“Responsibility” in the context of communication
Communication is an interplay of words in symphony with non-verbal cues that can be defined as the means of sending or receiving information. Sometimes, there is a gap between the messages people believe they have sent and what the other person actually has received. Marketing, for example, is believed to be the message the customer “internalizes” rather than what the company is trying to say. So, then, who is responsible for smooth communication? In workplaces and business schools, this responsibility for effective communication is often taken for granted--even though it is often the fundamental factor for success in project management, cross-cultural collaboration, and even perhaps company transformation. Why is communication overlooked? Why assume that a message would be received as it is intended? Let’s turn this around and promote a shared responsbility.
Who can this apply to?
Paul Turner, in his book Organizational Communication: The Role of the HR Professional, notes that there are not enough formalized training budgets for improving internal communication. He suggests that corporations should outline responsibility for communicating in a process-based manner. However, companies don’t seem to be spending money on helping their staff become better communicators. Who are these people? Why not recognize the problem?
In my years as a resident of Japan, as a corporate trainer, an employee in a mostly Japanese company, as a GLOBIS MBA student, and especially as a minority member in a homogenous society; I have learned that there is a large opportunity in offering proactive communication training to the general business population here in Japan. Let me identify three distinct segments:
1. Japanese that can speak English (loosely defined as bilingual) and have a high exposure to one or more foreign cultures (loosely defined as bi-cultural)
For this group, focusing on communication responsibility is a reinforcement of what they are already trying to do (that is, act as global communicators). In order to be valued more highly than the average businessperson, all that is necessary is increased and repeated exposure to cross-cultural situations. Joining an international business school program or volunteering for a multi-national cause are some ways outside of work to do this.
2. Non-Japanese that speak English but are not from the West
For these individuals, communication responsibility training is at first a reminder that just knowing grammar or vocabulary words doesn't make you an expert communicator. It involves give-and-take, rapport-building, and cross-cultural elements to step out of their own comfort zones.
3. Japanese that speak English well (for example, locally trained) but with little or no cultural exposure to outside cultural influences
For these people, it can be difficult to go against learned formal communication structures in order to impart a new sense of communication responsibility. Luckily, though, there is a very short learning curve, since the “language as a tool” is less of a factor. All that is needed is physical exposure to the cultural nuances of a more mindful and global “give and take.”
Towards a responsible give-and-take
Here is a very simple paradigm shift to try aside from being more considerate of your audience and how well your message is received. When someone says something to you, curb your enthusiasm to ask a follow-up question (assuming you have this urge). Instead, comment first. Make any comment. Share any relevant or related information. Validate what you have heard by adding value to a speaker’s intended message. Comments show interested, active listening, and an eagerness to connect. They also make the speaker feel welcomed and respected. Follow-up questions and opinions can come after. Even in disagreement, there can be value, as learning from failure is the backbone of developing repetitive successes. This simple action will create a richer dialogue towards a better give and take. Try it, and see if it is difficult to do. See if there are any measurable and definable results. And let me know. Leave me a comment. Or hit me up if you want to chat responsibly about communication responsibility.
GLOBIS Graduate, Digital Communications and Marketing Director, JCE Japan Creative Enterprise
Enrique has been sought out as a project leader, a communication coach, a corporate strategy adviser, to accelerate sustainable business growth and a happy productive workforce. He develops Communication and Cultural Intelligence in organizations.
Enrique is a Senior Partner at JCE Japan Creative Enterprise, a young and dynamic agency which helps corporate teams transform their business and manage their talent. As an integral member of organizational development, Enrique changes mindsets to be open to cultural and gender diversity as well as to embrace technology as a tool to evolve communication.
Prior to his current role, Enrique was department head at ACT Systems, where he led a team of people development professionals to create complete corporate training and talent development programs for numerous companies.
Enrique completed his MBA from the Graduate School of Management, GLOBIS University, received certification from the Canadian Securities Institute, and a Specialized Honours Economics & Business Degree from York University in Toronto, Canada. Before moving to Japan in 2003, Enrique worked in commercial and private banking at HSBC’s country HQ in Vancouver, Canada.