Please update your browser

You're using a version of Internet Explorer that isn't supported by Questia.
To get a better experience, go to one of these sites and get the latest
version of your preferred browser:

Why Won't They Listen? in Part One of His Series on Safety Communications, Loss Control Expert Larry Hansen Reviews Why So Many Communication Efforts Fail and Shares Three Truths about Effective Communication

By Hansen, Larry L. | Occupational Hazards, September 2004 | Go to article overview

Why Won't They Listen? in Part One of His Series on Safety Communications, Loss Control Expert Larry Hansen Reviews Why So Many Communication Efforts Fail and Shares Three Truths about Effective Communication


Hansen, Larry L., Occupational Hazards


Ask any group of business managers to name the one organizational problem that frustrates them most, and which is often at the core of operational snafus, and I'll bet more often than not you'll hear: "Poor communication!" That goes for accident and injury costs as well. The National Council of Compensation Insurers has estimated that as much as 40 percent of workers' compensation costs can be linked to how an employer communicates with, and responds to, worker injuries.

Communications expert John Drebinger says: "You attain the next level of excellence by changing who you are. And you change who you are by changing what you do." When it comes to designing, implementing and administrating an effective safety communications process, researchers suggest that many organizations need to take a closer look at what they do.

[ILLUSTRATION OMITTED]

With few exceptions, poor communication stands out in both performance literature and management practice as the number one cause of substandard performance in many organizations. It's cited frequently for: low productivity, late delivery, poor quality, low morale, workplace accidents and most other undesirable events impacting profitability. In A Passion for Excellence, Tom Peters and Nancy Austin concluded: "Nonfunctional communication is at the heart of most management problems." Most operations executives agree, allocating millions annually to improve the situation. Yet in spite of this recognition and huge financial commitment, communication problems persist.

In titling this article, I actually faced this exact dilemma. I'll bet most readers, to this point, assumed I was referring to 'employees' as those who just won't listen. Oh well, another case of poor communication! The title, and theme of this article, addresses effective communication as a management opportunity--not an employee problem. It is managers that need to listen (and learn), say researchers and management experts such as Stephen Covey, author of The Seven Habits of Highly Effective People, who identifies communication as the fifth habit: "Seek first to understand, then to be understood."

When it comes to communication and credibility, employees in America's workplaces have some very definite opinions, and they're not very complimentary. Spend a fair amount of time in employee lunchrooms or break areas, and eventually you'll hear this all too common satirical question: "How can you tell when an executive is lying?" Answer in unison: "Their lips are moving!"

According to the findings of an ASCLU workplace survey published in the August 1997 issue of Fast Company, 93 percent of respondents acknowledged that they lie regularly; 56 percent admitted they have been pressured to act unethically, and 48 percent have committed illegal acts. Last December, National Public Radio's Web site listing the top 10 strategy and business books was introduced this way: "Not surprisingly, books about scandals dominated the best-selling business books of 2003. Perhaps the Budweiser Lizard was insightfully correct in his observation: 'Never send a weasel to do a ferret's job.'" (Oh, how I love that commercial.)

Wrong Advice

Research on organizational communication suggests that the majority of advice given to business executives on how to effectively communicate with frontline employees is wrong. To move information through an organization, many companies establish corporate communications departments that focus on word-smithing, format and technology to facilitate internal messaging. The answer to many organizational communication problems, however, doesn't lie in the message content or the technology, but rather in the methods employed.

Think about the traditional communication mindset in your own organization. What methods are most frequently used by upper management to communicate safety information to frontline employees? Make a list of these techniques, and then arrange them in order of perceived effectiveness.

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Why Won't They Listen? in Part One of His Series on Safety Communications, Loss Control Expert Larry Hansen Reviews Why So Many Communication Efforts Fail and Shares Three Truths about Effective Communication
Settings

Settings

Typeface
Text size Smaller Larger
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.