Read the results of just about any large organisation’s ‘employee engagement survey’, and you’re likely to find communication is amongst the top issues marked as needing attention. With the (often unnecessary) hierarchies, functions and silos that some organisations create, this is hardly surprising. I suspect many of us have worked in organisations that encourage over-communication (“better send this to ‘all staff’ to cover our backs!”) or under-communicate (“Stick it on the intranet, 12 links deep. It’s their responsibility to find it!”). This says a lot about an organisation’s communication culture.
The culture and norms of communication that an organisation cultivates can affect the success of projects too. Foist a new process or system on an unsuspecting “user” and they are likely to react with shock and rebellion. And who wouldn’t—as human beings don’t we all have a need to feel engaged, considered and consulted? Underpinning this is the need to engage and communicate at the most optimum times—avoiding the over/under-communication trap.