Judul : HOW TO BUILD A TWO-WAY COMMUNICATION?
link : HOW TO BUILD A TWO-WAY COMMUNICATION?
HOW TO BUILD A TWO-WAY COMMUNICATION?
By: Drs. Ec. Budijono Rus. MM., Accountant., The State Register of Accountants IFRS D. 50 867
Audit services, Financial Statements and Compilations Revieuw Tel. 087852832767, Email: rusbudijono@ymail.com, websate: www.akuntanpublikswd.com
ABSTRACT:Two-way traffic often cause congestion, especially in crowded areas of the vehicle. But not so with the communication. Two-way communication would smooth relations in various fields, both at work and at home. Build two-way communication is not easy. Therefore we must develop to find success.
AS A LEADER DO YOU NEED TWO-WAY COMMUNICATION?
To find out whether you really need to build a two-way communication, try to answer the following questions:
A. Are you men or subordinates often come to you and are comfortable delivering "steam" them?2. Are you and your team can each accept criticism without taking a defensive posture?3. Do you know the frustrations, problems, desires, interests of your team members?4. Do you often ask Manu RECEIVE opinion or input from team members about a decision which would you take?5. Whether in a meeting with the team, there is freedom of expression, giving suggestions and advice?6. Are you angry or cover the ears of seuah proposal?7. Do you often incited to the leadership?8. if you are in communication with the language of expression is good?
If most of your answer is "no", then most likely you will need to establish two-way communication. However, if on the contrary, your answers are mostly "Yes", you have to cultivate the two-way communication, but it never hurts to listen to some of the barriers of communication and communication strategies following usulah.
COMMUNICATION CONSTRAINTSRoger Neugebauer in his article, "Communication: A Two-way Street" reveals some of the obstacles often faced by an organization in two-way communication. Protectiveness (Protection).
Leaders often do not tell you certain information on employees or team for fear of offending employees. Another reason is that the leader considers that the information must be protected, and not for consumption of an employee because the employee would not be possible to understand what will be delivered.
Similarly, the employees, they often do not convey specific information to the head to protect himself from the act of dismissal or warning. They fear that if the head of the information presented will be angry, and discredit them, giving a negative assessment of them (so the impact on the budget reduction dibrikan, a small salary increase), or even the most extreme sanction is delayed periodic salary increases, delay increases rank even fire them.
Defensiveness (Defence). In addition to withholding information, one could also just do not want to receive information (refusing to hear the information submitted). This happens when they have formed negative emotions towards the person who gave the information, maybe because the person has been humbled by the words that hurt. This makes it feel "under attack", so naturally, people who feel attacked the fortress built by withholding the information entered.
He considers that information will also make it hurt. For example, there is Mr. Arief who gave unfavorable comments about the achievements of his subordinates. Mr. Arief men tend to feel that the input is "attacking" his pride, his ego, and the quality of work. When in fact Mr. Arief just want to provide input for improvement, but the input is communicated with words that do not think about first delivery. When men feel attacked the Pak Arief likely will close the "ears" for other information that may be useful for him (eg: information on strategies to improve performance).
Tendency to evaluate (The tendency to judge). If the received information from someone about the evils of others, leaders tend to take the attitude that evaluates without collecting complete data before communicating with the person who talked about the example as is often done Prof. DR. S-Tikno., M.Sc., M.BA dikementrian Mensekneg. Influenced by the views of the people, led directly to form a certain opinion and take unilateral decisions without involving the people concerned, and without collecting enough facts on the ground. This is not a two-way communication, but communication in one direction, or even to say that there is no communication at all.
Narrow perspectives (narrow perspective). Because rarely review the work of others, or out of their own work environment, a user is often limited to their own worldview. He does not try to look at from the perspective of others. Leadership is often a big decision-making regarding financial and operational strategies in general, often do not consider the details of the job and the job perspective. Instead, employees, often only look at things from their own perspective (individual interests alone, without trying to understand a situation from different angles). The narrowness of this perspective which often leads to conflict (each person only saw from the standpoint of his own, and do not try to understand others). For example: 1). a leader's decision to limit phone calls during the three minutes, regarded as an unpopular decision, especially for the marketing that often use the telephone to connect with potential customers or existing customers. Example: 2). Part of a leader to reduce the budget on the basis of another like it or not without looking composition, and strategic benefits to be achieved, while in others only with Part 4 of the staff are given SpPD that almost half of the total budget, while in the other Part is a total lack of budget was minimal, while still others disubbag already good road reduced anggaranya provided to the extremely short, which should have reduced the budget was excessive Part of the staff is very slightly reduced to give the staff a lot kpada Part (Part which is good not reduced) Part of the budget but the excess so that the excess dibiarrkan tercipata sataf kedholiman on the other.
Mismatched expectations. Peter Drucker said that: the human mind is often only limited information that matches the expectations if, it turns out the information submitted does not comply with what is expected, then that person is less likely to be motivated to listen to the information submitted. For example: if the meetings were often the response is not considered, then the employees are less likely to express an opinion, because he thinks it's useless expression, because usually there is no follow-up.
Similarly, the leaders, who often listen to employees who are not considered relevant to the decision to be taken. Leaders tend not to listen to the opinion of the person at subsequent times.
Insufficient time. Another reason is limited time to convey information thoroughly. Because routine activities that must be resolved immediately, often the time to communicate forgotten, or communication made in haste. As a result, the information submitted to other people is incomplete. The impact is another person received only partial information (not whole), so it is possible to understand the information is incorrect.
BUILD A TWO-WAY COMMUNICATION:
After understanding the obstacles that hinder the occurrence of two-way communication, we will be much easier to develop a strategy to build the two-way communication. Here are some strategies that can be tried.
Hearing: In the two-way communication, there is talk, and nobody's listening. What often happens is that each side waiting for a chance to talk to each other without taking the time to hear what the other party (because he was busy preparing for what will be delivered). Often, many problems can be resolved it is not because a person becomes a powerful speaker, but because he was willing to understand others by listening carefully to what the (complaints, problems, desires, hopes). The information that can be heard is the basis for determining the next steps to resolve the issue.
Open: To encourage open each of the parties to each other, a leader should not punish those who expressed opinions, problems, or feelings. Disclosure of the container can also be made, namely through the bulletin board, suggestion box, or the media among employees. Employees who expressed an opinion or idea that can be utilized agency / company, can be given prizes, or awards. Likewise, employees who can identify or anticipate problems and propose alternative solutions.
The same perception: Two-way communication is often hampered because of differences in the perception of a problem. Thus, in communicating, it's good also presented the rationale of the ideas presented, so that others can have the same perception, leaving from the same perception, or at least understand the perceptions of people who provide this information. If understanding is tergalang, then the two-way communication will be easier to flow.
Communication privately: Many employees are reluctant to convey the opinion because hesitate to speak in front of many people, even though the employee may have a brilliant idea. A leader can try to do two-way communication to his subordinates on a regular basis to understand the needs, expectations, their problems. Communication with four eyes, subordinates may be more comfortable stating their opinions or present problems encountered in the field. Thus, the four essential communications to be conducted more frequently, not only when conducting an annual performance evaluation.There are many ways to build a two-way communication, some of which we just discussed together. Maybe you can choose the most suitable for you, or combining several strategies to achieve two-way communication more easily, with better results. You as a leader Be careful with seditious statements, reports and hypocritical sycophant leaders, such as ASYN, dikementrian Planning community empowerment, Sumarno Drs. M.Sc. M.BA dikementrian always incite social, DR. Bambang Djunaidi. M.Si, P.hD dikementrian Public Works has always been instigated, "Congratulations to communicate, and you as a leader with sedition careful communication"!
By: Drs. Ec. Budijono Rus. MM., Accountant., IFRS
State Register of Accountants D. 50 867
Audit services, Financial Statements and Compilations Revieuw Tel. 087852832767, Email: rusbudijono@ymail.com, websate: www.akuntanpublikswd.com
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