Communication, by nature, is not a mechanical process. Grammar, logic and rhetoric are tools in service of something higher than themselves while simultaneously being the very symbols of this higher factor that pulls them together into a cohesive whole. Principles like correct[1] views, correct intention, correct expectations, correct observations, correct timing, self-control, “nothing unnecessary” and similar become manifest in unmistakable style elements of artists of communications, who are invariably leaders in the most diverse fields. In fact, these principles build the very foundations of leadership.
In the past 30 years or so, business organizations have become increasingly mechanized, to such a degree that we are witnessing the emergence of new paradigms, still accompanied by the old slogans that testify to organic realities: leadership, style, differentiation, community, and similar concepts.
Communication itself has become victim to the tendency of mechanization. Conversation, the de facto tool of exchanging information, has been replaced by templates operated by people in a robotic manner. Over the past ten years, I have personally observed the intensification of this tendency while leading various forms of communications initiatives in a wide variety of settings: genuine conversation has become almost impossible.
People now serve processes determined by technology, rather than the other way around. Many genuinely believe that after a 20–30 minute “data exchange” – which they call a discussion, a talk, a chat, or even an interview – they will walk away knowing more than they did before.
We can only speculate about what happens when people continue interacting but stop truly communicating with each other. Some signs are already visible in everyday workplace interactions – and we can probably agree that they do not look promising.
I am an optimist, yet I believe it is too late to trigger large-scale, systemic change. It is not too late, however, to effect small change by rethinking how we communicate within our own environments.
The Prakhsis Trivium Program is designed to support such efforts. If you’re interested in launching one within your team, let’s have a conversation.
[1] What’s correct in terms of views are almost never what’s being perceived as beneficial short term for the business. When I say almost, I am being overly generous.
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