But the ideal form of communication can change dramatically from one situation to another. The best way for bosses to communicate strategic plans for their team, for example, is probably different from the best way for two colleagues to discuss a point of dispute.
Here are five strategies based on research and insight by Kellogg School that people and groups can use to improve their communication in different work scenarios.
1. Organize groups to effectively share information
As an organization develops and divides workers into groups, it is often more and more difficult for them to effectively share information.
Nikos MatschekProfessor of Strategy at Kellogg School, she worked with Kellogg’s colleagues Michael Powell and Reich Barion To develop a mathematical model to understand the best way for companies to communicate their teams for their work. The researchers specifically focused on communication within the companies that manufacture their products by combining separately constructed, replaceable parts – such as Boeing and IBM.
Among all the communication strategies examined by the model, the most effective organization groups in two different types: the core and the region. At the core, the teams share almost all their information with each other, while in the region, the teams only communicate with each other with the core to discuss the most critical information.
“People who happen to be in the core are very communicating, they say to each other,” says Matouschek. “But they could or not say much information to people in these different peripherals.”
This structure ensures that the basic groups of an organization are fully up to date on important information, while its regional groups have as much time as possible to focus on their main work. In other words, it maximizes the effectiveness of resources, minimizing the risk of omissions in communication.
2. Hug the vulnerability to build confidence with colleagues
In the workplace, “we can try to have a strong, meaningful relationship with someone, but what it requires is that we have to make ourselves vulnerable to this person,” he says Eli J. FinkelProfessor of Management and Organizations at Kellogg School.
In a professional context, this may look like emotional vulnerability, or could mean confidence in a colleague to achieve his work.
Vulnerability and trust come with danger. “If you and I are going to work with a project, I must believe that you will get your side ended in time and with high quality. And if I trust you to do this and I’m wrong, there is real cost for me,” Finkel explains.
The other option is to remain closed or to express one’s mistrust with micro -management. “All of us, always in relationships, to deal with a compromise between a truly inclination and saying,” This is a relationship that I will allow myself to depend on a variety of ways “against” I will make sure that I am safe and that this person can never exploit me or disappoint me. “
Thinking, taking into account these compromises-and are not too dangerous, is the key to professional success.
3. Find a balance between personal and digital communication
In a recent study, Kellogg’s Jillian chown And his colleagues explored how the expansion of a cancer center and the subsequent relocation of his clinical staff influenced their work flow and communication.
Not only the clinicians who moved to another building communicated less frequently, but also the clinicians who stayed in the main building. Instead of designing treatments together in the same room as they used to, the teams were increasingly turning to e -mail communication.
The results emphasize a often unexpected consequence of the development of an organism: fewer face -to -face interactions. “It can affect both communication and cooperation, and this research shows that organizations must be prepared for these consequences,” says Chown, an Associate Professor of Administration and Organizations.
In the post-wide world, where remote work has become more common, it often remains for the workers themselves to understand what work can be done remotely, says Chown.
“In this study, it appeared that clinical doctors made the right call, still coming together in the most complex cases,” he says. ‘But that’s what leaders need to know-when It is very necessary for workers to work together in person. ”
4. Be crisp and exciting when you talk about work
How we talk about ourselves has specific benefits. We could use the opportunity to create an impression on a working meeting, stand out in a job interview, or become a colleague that our classmates are turning for clarity.
One way in which we are wrong when we are going to describe our work or career is incorrect dignified how much to share, he says, he says, he says, he says, Craig wortmannA clinical professor of marketing at Kellogg School.
“The answers tend to accumulate too much or too little,” he says.
Very little can be something like “I’m a teacher” or “I am mergening and acquiring”. These are, of course, accurate descriptions of a task, but not particularly exciting. On the other hand of the spectrum, people may have had the experience of being in a conference, asking someone they do and receive a detailed distribution of their daily. “This is a mistake,” says Wortmann. “You say too much and now you are a lot over your skiing and you are overly handmade knowledge.”
One way to think of a crisp answer is that it pushes a conversation. Unlike the monologue for what you are doing, CRISP invites the other person to ask a logical monitoring question.
With the development of the ability to be crisp in our answers, we do all a favor. “This is an act of generosity in a noisy, detached world,” says Wortmann.
5. You know when to remain silent to create space for others
Do your company’s strategy meetings feel like “talk shops” in which senior leaders speak first and often, disappearing others?
If yes you are not alone, he says Hosla SandyAn executive coach and senior associate and assistant professor of marketing at Kellogg School. Many leaders convene strategic planning meetings that gather colleagues from all functions and management levels, but fail to benefit from talent to the room.
Often, these leaders drive their agendas instead of conducting “discovery laboratories”, where they can bloom new ideas and junior talent, says Khosla. As a result, workers disconnect and prevent the exchange of information.
“This contradicts the most fundamental principle of leadership: hearing,” says Khosla.
To lead the company’s best strategy, he says, leaders will have to implement a different, perhaps stunning, tactic for strategic planning meetings: mute of the boss. Intentionally maintaining silent, leaders create space for new ideas and talent development – which fuels innovation.
“Mute mute is a development tool as well as a tool that leaves room for broader contributions to the strategic vision of the business,” says Khosla.
