Sample Chapter Introduction "The first principle is that you must not fool yourself . . . and you are the easiest person to fool", wrote the Nobel Laureate, Richard Feynman. Physicists are not the only ones who must guard against self-delusion -- managers must, as well. And the temptation of self-deception proves almost irresistible when it comes to the elusive business of communication. The purpose of Communicating for Managerial Effectiveness is to enable managers to clearly view their communication abilities, dilemmas, and challenges. This is not an easy task for two reasons. First, our knowledge of the communication process is still unfolding. New and exciting theories have recently appeared on the horizon that allows us to see communication in a light never before possible. Only in the past few years have we started to discern the implications of these ideas. For instance, some scholars have challenged the traditional assertion that "understanding" should be the only goal of communication. Sometimes managers are purposefully ambiguous. What are the implications of this notion for managers? Can misunderstandings be useful in an organization? These are the types of questions entertained in these pages. Second, there is what I call the "Everybody/Anybody Phenomena". Translation: since everybody communicates, anyone can hold a seminar on the subject. Hence, what often gets passed off as training for "communication excellence" consists of nothing more than warmed-over platitudes or rehashed pop psychology. That is unfortunate not only because it misrepresents a rich field of scholarship but also because managers encounter a host of communication challenges that are not addressed by the "Everybody/Anybody" speakers. They treat ideas like they are cotton candy; something fluffy and sweet, but not the staples of organizational life. Nothing could be further from reality. Ideas have consequences. Bad ideas have bad consequences. When the communication system breaks down, tragedy is often the result. A case in point: the space shuttle Challenger. The impetus for this manuscript was research I conducted in over 25 organizations (see Appendix A). The methodology consisted of administering surveys and conducting interviews with employees (see Appendix B). As I conducted communication assessments, often in conjunction with students, I discovered a group of concerns that emerged as common themes in these organizations. For instance, executives were often dismayed at the seeming impossibility of getting departments to communicate effectively with one another. Employees were often frustrated by the lack of useful feedback from their managers. So the manuscript took shape around these concerns. Figure I.1 provides the framework for the book. At the hub of managerial effectiveness lies communication and culture. The first two chapters are devoted to explaining the complex process of communication. The third chapter concerns the core issue of corporate culture, which has a pervasive impact on the communication climate. The spokes represent six critical communication challenges most managers face. In each case, I begin by analyzing the challenge and close with practical recommendations based on actual cases. These six chapters discuss how to: Manage information Select appropriate communication channels Develop an effective performance feedback system Communicate about organizational changes Foster interdepartmental communication Create an innovative spirit The final chapter focuses on ethics and building trust through communication practices. And trust is the rim that holds an organization's communication system together. The wheel symbolizes wholeness as well as movement. I hope this book will provide a more complete picture of managerial communication effectiveness, while presenting an image of the ever-changing nature of that quest. Examples are drawn not only from the business world but also from a wide range of arenas including politics, history, science, and art. The rationale: communication is a concern in almost every arena of life. Many examples are drawn from my consulting experiences. Unless otherwise noted, I have changed the names and slightly altered the background in order to "protect the guilty". When particularly illuminating, I have discussed the findings of key scholarly studies. However, I focus on the practical implementation of the material in the organization. It is my hope that executives, managers, potential managers, training personnel, and students of business communication will find in these pages a way to abide by Professor Feynman's "first principle".