Internal Communication – Part I

Communication can be described as a chain composed of links. If one of the links breaks, the chain will be broken and will not serve the purpose for which we use it. Internal communication means communication between people within an organization, including communication between senior and middle management, between management and employees, and communication between employees. An effective organization is made up of individuals and teams, each contributing their specific skills, knowledge, experience and collaboration to meet the needs of their clients – those outside the organization who often use and pay for their products and services.

What are the obstacles to effective internal communication?

• Assumptions instead of facts
• Context
• Relationships between the two parties (using status or power to get what one want)
• Influence of emotions
• Too much/too little information
• Distortion of the information obtained

How can internal communication be improved?

1. Using the formula of assertive communication

„I-message“ + appeal (specific proposal, request, claim): 

1. When you (a description of the other person’s specific behaviour) 
2. I feel/experience (my emotions, if appropriate) 
3. because (why the other person’s behaviour is a problem, what consequences it causes us) 
4. and I would like (what I want to happen) 

2. Using „I-messages“

“I-messages” are messages in which we emphasize our feelings, instead of the mistake of the other person (interlocutor). By using “I-messages” we send a message that we want to solve the problem successfully so that both parties are satisfied, while “we-messages” and “you-messages” sound like an attack on the interlocutor. Also, the “I-messages” arouse a desire for cooperation, instead of resistance and defence of the interlocutor.

Internal Communication