Understanding how our minds make meaning
by Jim Walters
Does how we communicate in our organizations have to change? According to several researchers, the answer is a resounding "yes." Noted organizational development researcher Chris Argyris contends that global competitiveness requires organizations to become more effective in building a common organizational consciousness to close performance gaps. To accomplish this, organizations must not only measure for effectiveness but take action to correct or improve ? and the key is better communication.
Closing performance gaps requires face-to-face interaction where an environment is created for personal reflection on what is being communicated. The importance of this approach is articulated by Daniel Pink in "A Whole New Mind." Pink says that understanding communication as a deeply "human" process is crucial, as jobs in the U.S. that require less empathy will disappear, giving way to jobs that demand greater understanding of human subtleties.
The challenge for management is to understand how our minds make meaning.
• People hold unique perspectives.
A lot has been written about organizational communication but very little about how a person thinks and the impact that has on communication.
• Understand the difference between leadership and management.
People are led, projects are managed.
• Messages are modified by each person's thinking pattern.
Communication is defined as a process by which we assign and convey meaning in an attempt to create shared understanding, but each of us assigns meaning based on our life experiences, biases, inferences, assumptions, fallacies, selfishness, etc. In other words, our minds construct and relate the new message or situation to existing meanings we hold to gain ownership of what is being communicated.
• To create meaning, appeal to the person's emotional brain.
People remember what they have feelings for?if we don't have an emotional connection, we don't assign meaning. For management, connection often requires enriched face-to-face communication based on high-level emotional intelligence skills.
Building a common consciousness
How many times have you observed employees who received the same message at the same time verbalize different perspectives on what was communicated at a subsequent meeting?
Imagine reaction to this company announcement: "There will be a change in the appraisal process to reflect company core values."
As frustrating as this can be, it is perfectly understandable because the inferences each of us make are based on our unique point of view, assumptions, and life experiences. In other words, we make meaning based on what we already know or believe to be true.
Promote organizational learning
Here are some steps you can take that will promote organizational learning and lead to a common organizational consciousness:
- Take notice of the inferences an individual makes.
- Help employees rid themselves of the impulse of necessity?"It has to be this way," ?by suspending their assumptions.
- Talk to employees about the accuracy of their assumptions and provide valid information that confirms or disaffirms them.
- Point out fallacious thoughts, biases, invalid points of view, and non-appropriate life experiences.
- Work with company management to ensure its willingness to accept being part of the same process. Communication is a process of cascading dialogue.
Challenging the thinking of others through deep, reflective conversations is easier said than done. Are you up to the challenge?
Author
Jim Walters, Ed.D., is director of customer relations for Rochester Public Utilities in Minnesota, and president of the Midwest Chapter of Energy Service Professionals. Through his consulting company, Pangea International Inc., he also provides organizational development services. You can contact him at jlwalters@charter.net.