Communication Models Linear Communication Model Communication Is an Activity That Flows in One Direction, from a Start Point to an End Point

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Communication Models Linear Communication Model Communication is an activity that flows in one direction, from a start point to an end point. There must be sender(s) of the message, the individual(s) who generates the information, makes it a message and chooses the channel for sending it. Noise: environmental factors that impede message There must be a receiver, the individual that is intended to receive the message Interactive Communication Model Also views communication as a process of senders and receivers; however, communication is influenced by two additional factors: Feedback and Fields of Experience. Feedback: verbal and nonverbal meesages that recipients convey to indicate reac- tion Fields of experience: beliefs, attitudes, values, and each participant holds Transactional Communication Model Suggests communication is fundamentally multidirectional. There are no senders or recievers. Rather, all parties exchange messages and feedback, creating meanings together. Communication as Strategic Control Unlike previous models, strategic-control perpective regards communication as a tool for controlling the environment. Due to personal, relational, and political factors, greater clarity is not always the main goal in communication. Communica- tors have multiple goals. For example, a supervisor may have to primary goals: to be understood and to preserve a positive working relationship. In addition this perspec- tive recognizes that people cannot be expected to communicate reasons for behavior in ways that maximize’s others understanding. Strategic ambiguity: a concept that describes the ways in which people communicate unclearly but still accomplish their goals. May promote unified diversity, pre- serves privileged psotions, is deniable, and facilitates organizational change. Nike’s “Just do it” is an example of strategic ambiguity. Content collected anf designed by Corbin McLean (Xavier 2017) For more, read chapter 2 of Organizational Communication (Eisenburg) .

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