Choosing the right communication network for your project

Written by Emilie Lewis Laurberg

Abstract

The purpose of this article is to clarify the importance of choosing a suitable communication network for an organization. There exists several different communication network structures and hierarchies. Each and every one of the network types has benefits and disadvantages in which it is crucial to choose the best type of communication network for an organization im terms of avoiding fatal consequences and archieve the communication goals for the specific organization.

Big Idea

INTRODUCTION Communication has always existed in organizational structures, since it is crucial for the decision making and for the learning in the organization. Communication is the process where one or more persons or groups send or exchange information.The development of new communication technologies have increased the number of communication methods. This is because there has been an increase of communication medias but also by opening up for using another form of content (e.g. language, richness of info will be investigated later on). When interacting with other people it is common to experience that the language used face-to-face is different than if the same information should be published in a report. This supports the meaning of different medias used when communicating.

Why the communication network is an important factor of project management

• Every project is a temporary organization, in which a communication network will happen automatically
• Emerged communication networks can reflect the hierarchy of the organization and vise vesa, thus it may be relevant to implement a formal communication network in terms of rules and structure
• Why be aware of the type of communication networks that are used?

To make the right decisions, to learn efficiently and to align the work tasks, it is important to coordinate internally. The more coordination that is necessary in an organization, the stronger the communication also has to be to avoid misunderstandings. These misunderstandings can e.g. be regarding crucial information in a project such as the deadline, the work load distribution in terms of who is responsible for what, and even the strategy can be skewed if the communication is not sufficient. The right use of communication can also prevent some amount of conflict associated with the internal organization culture. With more information traveling around the organization, the stronger the culture get, and the better the organization can be resistant to conflicts. The whole basis of the decisions depends on the communication, which means it is important that the necessary information is accessible for the decision maker.

Goal of good communication: The receiver should understand what the sender wishes the receiver to understand. To do so the sender needs to put himself into the place of the receiver and take some different aspects into account. First of all the language has to be commonly known between the sender and receiver, to gain a common understanding of the simple meaning of words and sentences. Secondly the communication media has to be something the receiver is comfortable with, to avoid insecurity in understanding the message. Lastly it is important to express the importance of the information given, so the message does not disappears. If the receiver receives too much information, e.g. in a large amount of different e-mails, telephone calls, letters or meetings, an information overload may occur. When information overload occurs, the receiver must either ignore some of the messages on purpose or by accident, since all the information cannot be perceived at once.

10 critical functions :

1. Convey information
2. Creates basis for planning
3. Formulates goals and KPIs
4. Development of strategy
5. Controls behavior
6. Coordinates behavior
7. Build up relations
8. Develops culture
9. Connects organizations in networks
10. Present the organization to its surroundings

Figure 1.

Examples of different types of networks:

• Cetralized and decentralized network structures
  • Centralized can make sure everybody knows the same, but information will always have to pass either one person or one media
  • Decentralized makes it possible for employees to go directly to their closest leader in smaller groups. This is like in a centralized network, but with several smaller centers instead of just one. This could e.g. be a network structure with one manager, communicating with 5 sub-managers, each communicating with 5 empoyees. This is a hierarchical type of network. Decentralized communication networks comes in deifferent shapes and styles
  • Distributed network structures makes it possible for all actors in the network to communicate directly with one another. Pros: The information from one peripheral actor does not have to go through a "central" actor as in the centralized or decentralized networks to get to another peripheral actor. Cons: If one peripheral actor has given a piece of information to another peripheral actor, the other actors will not neccessarily know. This means if a third actor, no matter the "status" in the network, has to find the exact same piece of information, he or she has to search for it to get it without knowing where it is to be found. This is a flat type of network where hierarchical status does not neccessarily matter.

Centralized communication network structure

A centralized communication network is by Oxford Reference described as "A communication network in which one group member has access to more communication channels than any other and therefore tends to process more information than the peripheral group members"

This article will address the possibilities of:

• Keeping the feeling of project ownership at on different levels in an organization due to formal communication networks
• Choosing between vertical and horizontal communication
• Analyzing the type of emerged network in your organization in terms of e.g. number of connections

Key points

• Optimizing the flow of information in a organization
• Making sure the decisions, scope etc. gets around to the people involved

Application

Communication process (see figure 2):

In the communication process the actors involved are the sender and the receiver. In this figure the green box “Channel” corresponds to what we in this article refers to as the communication media.

For one-way communication:

1. The sender must encode the message
2. The channel for transmitting the message must be chosen
3. The receiver must decode the message from the media

   For two-way communication the same procedure occurs, but with additional steps:

4. The receiver encodes a feedback message
5. The channel for transmitting the feedback message must be chosen
6. The original sender must decode the feedback message from the media

In the figure it is also seen that the messages in the channel are disturbed by noise. Noise is all the information that surrounds the specific message, and can be different things such as other people talking in the background, e-mails from other colleagues, body language of the sender etc.

Figure 2.

Importance of the chosen media

Depending on the type of media chosen, the information can be more or less “rich” .

Rich vs. poor information

Rich information	Poor information
A lot of signals can be transmitted at the same time	Only a few signals can be transmitted at the same time
Fast feedback	Slow feedback
High possibility of using natural spoken language	Low possibility of using natural spoken language
Can be personalized in a high degree	Can only be personalized in a low degree

Vivid examples to state the points:

An example of rich information

Actor A greets actor B in person. While smiling, actor A tells actor B in a high pitched and happy voice that he just got transferred to another department. Actor A now changes his expression to a sad face and says that now he will not be working with actor B. Actor B reads the body language of actor A, and understands that actor A is happy to be promoted but sad that they will now be separated at work. Actor B immediately congratulates actor A and gives him a hug for mental support.

An example of poor information:

Actor A sends actor B a letter where he states that he got transferred to another department and that they no longer will be working together. Actor B remembers their argument from last week, and thinks actor A wanted to be transferred to avoid working with actor B. He does not reply to the letter since actor A does not ask a question that needs to be answered. Actor A is confused why actor B is not answering, since they usually are on good terms. Actor B understands that actor A is mad, and actor A is sad that actor B is ignoring him.

In one end of the richness scale we have face-to-face communication as the richest and formally written texts and documents as the poorest. Between the two ends of the richness scale we have Information and Communications Technology (ICT). Different medias suits different types of messages. ICT corresponds the types of media where both the amount of signals sent, the possibility of a fast feedback, the possibility of using a natural language and the degree of personalization is more variable. ICT covers medias such as e-mail, chat, common databases, online meetings and virtual conferences. ICT medias are fast to use and can easily spread information out to a lot of actors, but this can also lead to an information overload as described above, which is not desirable.

Virtual work groups:

The new ICT has made it possible for organizations to create virtual working groups, where the need of being physically in the same space and time is no longer required. Benefits:

• Members of the working group does not have to be present, meaning it is possible to corporate with important people e.g. specialists in other countries or from other departments located far away

Challenges:

• If the members of the group are not used to working together, misunderstandings might appear easier
• If the work load distribution has not been clarified, conflicts may appear
• The group is naturally more fractured, creating a larger risk of conflicts
• Conflicts are more often suppressed since it is easier to neglect when not facing each other, resulting in larger conflicts when finally dealt with
• The lack of social contact and personal interaction in e.g. coffee breaks result in a generally larger working dissatisfaction

Communication network structures

In many organizations there is in one way or another a resemblance between the communication network structure and the formal structure of the organization. Two concepts of communication structures that are often mentioned are ‘’vertical communication’’ which is hierarchical and ‘’horizontal communication’’ which moves between equal actors.

‘’’ Vertical communication’’’ ’’Challenges’’ Vertical communication may distort the message on the way from sender to receiver. If a person higher up in the hierarchy sends an information through a manager to a regular employee, the manager may omit details to spare the receiver some information they think is not needed. This can either happen by accident or if the manager has another agenda than the sender. It can also happen if the manager has a different understanding of the strategy than the sender e.g. if the manager is specialized in some way. The more links the message must go through, where each link is on a different hierarchical level, the bigger the risk of a distortion of the original message.

’’ Benefits’’ In the same way as the message can be distorted when moving through links up and down a hierarchy, the message can also be transformed and translated into something more understandable for the sender. For a person high up in the hierarchy it may not be known what information is important to the regular employee, and in this way a direct message could easily be misunderstood, which in this way can be avoided. Furthermore the risk of information overload can be reduced when only the relevant information reaches the sender instead of a message containing both relevant and irrelevant information

Centralized:

The wheel

• Is beneficial when the work tasks are simple and can be based on routines
• Is typically more hierarchical

Decentralized:

The circle and all channels

• Invites to faster communication
• Reduces the amount of mistakes and misunderstandings when the information is complex
• Enables direct communication which is a benefit when working with a project without fixed procedure because this often leads to an increased amount of questions concerning different parts and actors
• The decision making process is out delegated
• This type of structure often requires a larger amount of self-management

Limitations

Communication network structures Strengths in communication network connections:

See also

Communication Management Strategy
Effective Communication in Project Management