Removing Barriers to Effective Communication

Communication is the process by which we as human beings act on information. It is through this cooperative process that we come to make sense of the world and attempt to share that knowledge with others. It takes two participants – both the sender and the receiver – to willingly participate in this exchange and make it successful. In the cases where communication is effective, the sender is permitted to convey a message that the receiver readily receives and understands. No matter what field of work you may find yourself in, communication is a skill that must be learned and continually worked at. Good communication encompasses a wide number of things besides just talking. 

The Role of Conflict in Communication

Conflict can happen as a result of divergent goals, priorities, or a lack of shared goals. No matter how hard we may try – some may prefer to adopt a more passive-aggressive approach when faced with it – it is not something that can be avoided in any relationship, whether personal or professional. When we handle conflict appropriately, we become positioned to learn from it. Managing conflict effectively in a number of different settings is an extremely valuable asset for leaders who must navigate the real world. 

Conflict has the following characteristics:

• Interpersonal conflict requires the involvement of at least two or more persons
• Typically, there is some sense of struggle or incompatibility present in a conflict or some perceived difference among ideas, actions, goals or beliefs.
• Conflict is a normal occurrence that happens in everyday life, and only becomes a problem when it is poorly managed
• In order for conflict to take place, there must be some presence of opposition. When one party is found to be doing something that the other party does not like or want, they will inevitably clash. Further issues may manifest themselves when both parties begin to see their way as the only solution.  

“To become an other-oriented leader you must be willing  and able to communicate and respond well to culturally diverse groups of people.”

Some of the reasons why conflict’s presence may become known in any given situation has to do with the following factors:

• Values – Our individual values are a core part of who we esteem ourselves to be. When we come across someone who directly challenges our innate values, there can be a struggle. This particular point is commonly known to be a deal breaker in a disagreement between two opposing parties. Your values are the reason why you may find that a particular business, group, or partner is not a good fit for you. A conflict of interest may arise in the workplace if the policies and overall direction of an organization are not in synch with an employee. 
• Limited Resources – Conflict can happen when you’re competing over scare resources. Rewards such as promotions, bonuses or any other significant recognition in the workplace may pose numerous challenges as employees become embroiled in the heat of competition.
• Communication Barriers – Conflict is typically centered around disagreements in communication. Differing perceptions, language, ineffective listening, “style” differences, and power and status dynamics can all cause barriers to how a message is conveyed. In business, ambiguous responsibilities (unclear job descriptions, roles, etc.) can also cause conflict.
• Personality Conflicts – Personality differences are a quite common source of conflict. The way we approach and interact with one another is largely influenced by our unique characteristics or habits. When we find ourselves at odds with another person for whatever reason, this can produce friction in the relationship. 

Brainstorm: Think back to a time when an assumption you may have had ended up getting in the way of how a message was relayed to a certain audience. How did that impact the atmosphere? What would you do differently if you could?

Communicating Cultural Diversity

Cultural diversity encompasses groups containing people of different races, religions, ages, ethnicities, genders, nationalities, sexual orientations, and socioeconomic statuses. According to Diversity.Social, cultural diversity is made up of a “system that recognizes and respects the existence and presence of diverse groups of people within a society.”

To become an other-oriented leader you must be willing and able to communicate and respond well to culturally diverse groups of people. Any organization that strives for inclusivity should encourage a healthy representation of employees from various backgrounds and cultures must develop protocols that speak to their diverse needs.

Anytime we prioritize our opinion over another or make the mistake of assuming that others value the same things we do we enforce our self-centered perspective instead of opening up for a more other-centered one. In the pursuit of harmonious working relationships spanning a wide range of cultural backgrounds, managers and employees must be willing to work together in the fulfillment of the company’s overarching vision. 

In order to improve intercultural communication in the workplace, workers must be willing to:

• Increase their knowledge of one other, by listening, asking questions, looking for clues, and establishing goals
• Find a common ground. Strive to avoid negative judgment, tolerate ambiguity, and be mindful of others
• Invest in the building up of your skills as an Other-oriented leader: Motivation; Flexibility; Positivity; Strategic Thinking; Empathy; Humility). 

Do You Assess Your Communication with Strangers? Consider the following statements and mentally check either 'yes' or 'no' to indicate your response.

o  When meeting strangers for the first time, I don’t allow my own assumptions or preconceived notions to negatively impact my interactions with them.  

o  I have the confidence to express my own feelings assertively to another person in a conversation, using “I statements” appropriately when addressing issues that occur within my relationships.

o  I avoid resorting to negative stereotypes or using biased thinking to alter my opinions and judgements when communicating with others on a personal and professional level.

o  I find it easy to make connections and recognize mutual interests between myself and others.

o  I sometimes accommodate my behaviour for others.

The increasing practice of participation and teamwork within a workplace or home creates a higher potential for conflict and a greater need for conflict resolution skills. Since our ability to thrive and accomplish certain objectives depends on the cooperation and assistance for others, learning to speak up for our needs is imperative.

Even healthy relationships will have some form of conflict, and unaddressed conflict can actually do more harm than good. It’s important to recognize where you may be holding back from expressing issues of concern in your relationships, and make the necessary changes.

Unhealthy interdependent relationships that fail to allow the space for both participants to be open and honest with one another, and where dependence relies on someone who isn’t supportive or who is constantly belittling them should not be encouraged. In some cases, it may be important to seek professional help. 

Different people handle conflict differently. Here are five categories of conflict-handling:

• Avoidance: This ostrich approach is used by those who typically choose to sidestep conflict entirely, hoping it will just disappear. It is a strategy rarely successful in the long run.
• Accommodation: Accomodation involves one party in a conflict sacrificing or acquiescing, in their efforts to maintain the peace. In other words, they yield their own interests to what the other wants (They are “okay” or “fine” with whatever proposed solution has been brought to the table.)
• Domination or Competition: When a conflict arises, people who take a dominating style typically want to pursue their own agenda at the expense of others. These domineering types tend to impose their solution on others, regardless of what others say or how they feel.
• Compromising: With this type of conflict, both parties are willing to come to a resolution that benefits them both.
• Collaboration: The collaboration tactic requires a high level of cooperation and assertiveness. This one will most likely have the best results out of the five, but it will take time, effort, and open communication to probe for the real needs of both parties and establish creative long-lasting solutions. 

Working to Resolve Conflict:

  A more collaborative approach to conflict resolution would draw on the below principles:

• Understanding and Respecting: Collaboration assumes an equality for all parties. The goals and objectives of each person are presented equally regardless of their positions. All of the goals and objectives need to be ranked and evaluated logically with participation from all parties.
• Assertiveness: For a collaboration to succeed, each person must feel safe in expressing her ideas and opinions. Each position needs to be presented powerfully, but not aggressively. Aggression is assertiveness without regard for the needs of the other person. Aggression is: Here’s my position. Take it or leave it. Assertiveness says: Here’s my position. What’s yours? 
• Creative Problem-Solving: Good creative problem-solving skills can help define a solution that results in a win for each person. It’s important to focus on the actual problem and then spend time identifying as many potential solutions as possible before proceeding with evaluation. Avoid dwelling on the history of the problem (this often involves placing blame).
• Confrontation: This is a specific communication strategy used to change behaviour through constructive feedback. During conflict resolution, which is usually emotionally charged, it’s often necessary to use confrontation to break through a communication barrier and address the problematic behaviour.

When you find yourself knee-deep in a conflict, know that it is not the end of the world. It is possible to transform conflict into something positive. By learning to reframe it, we can discover opportunities to clarify miscommunication, create healthier, less stressful working relationships, and gain new perspectives. The good news is, when we are successful in resolving smaller conflicts, it can help to diffuse the possibility of more serious conflicts down the road. 

Written by: Alethia Cadore is a registered psychotherapist and licensed child youth care practitioner. She is a highly compassionate and well-oriented professional with over 20+ years of experience working in clinical support, consultation, facilitation, and the social services sector Alethia holds a MA in Education from Central Michigan University and an undergraduate degree in Child Youth Care from Ryerson University. Currently, she serves as a member of the OACYC (Ontario Association of Child Youth Counsellors).