2.6 Communication

Formal communication follows recognised channels and records; informal communication spreads through relationships and conversation. Both can carry useful information.

Choose a channel for the purpose: a safety instruction needs clarity and traceability, while an informal conversation may surface concerns quickly. Good communication also needs feedback, so the sender can check what the receiver understood.

A manager can publish a new process formally, then hold a short team discussion to discover a practical problem before implementation. The second channel does not replace the first; it improves the loop.

More messages do not mean better communication. Judge accuracy, reach, speed, feedback and the risk of an unrecorded or misunderstood decision.

A communication barrier prevents a message from being received, understood or acted on as intended.

Common mechanisms include jargon or language differences, information overload, status and cultural assumptions, poor timing, noise, and a channel with no feedback. Diagnose the point of failure before choosing a fix.

If a technical team sends an acronym-heavy update to frontline staff, the message may be delivered but not understood. A plain-language summary plus a check-back can repair meaning more effectively than sending the same document again.

Silence is not proof that communication succeeded. Check understanding and distinguish a channel problem from disagreement with the decision.