Listeners translate messages into their own words, each creating a unique version of what was said (Alessandra, 1993). Once again, filtering can lead to miscommunications in business. Emotional state, involvement with the topic, and level of attention: Does the sender’s fear of failure or criticism prevent the message from being conveyed? Is the topic within the sender’s realm of expertise, increasing confidence in the ability to decode the message, or is the sender out of a personal comfort zone when it comes to evaluating the message’s significance? Are personal concerns impacting the sender’s ability to judge the message’s value?.Knowledge and perception of the speaker: Has the receiver’s direct superior made it clear that “no news is good news?”.Past experience: Were previous senders rewarded for passing along news of this kind in the past, or were they criticized?.Here are some of the criteria that individuals may use when deciding whether to filter a message or pass it on: One way to defuse this tendency to filter is to reward employees who clearly convey information upward, regardless of whether the news is good or bad. Since people tend to filter bad news more during upward communication, it is also helpful to remember that those below you in an organization may be wary of sharing bad news. In this way, the impact of any one person’s filtering will be diminished. To maximize your chances of sending and receiving effective communications, it’s helpful to deliver a message in multiple ways and to seek information from multiple sources. Additionally, the vice president may delete the e-mail announcing the quarter’s sales figures before reading it, blocking the message before it arrives.Īs you can see, filtering prevents members of an organization from getting the complete picture of a situation. A gatekeeper (the vice president’s assistant, perhaps) who doesn’t pass along a complete message is also filtering. The old saying, “Don’t shoot the messenger!” illustrates the tendency of receivers to vent their negative response to unwanted messages to the sender. Some examples of filtering include a manager’s keeping a division’s negative sales figures from a superior, in this case, the vice president. Filtering is the distortion or withholding of information to manage a person’s reactions.
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