Group Communication at a Stakeholder

Group Communication at a Stakeholder Meeting

Communication is a key element of any endeavor involving more than one person, meaning communication is necessary for almost every worthwhile human endeavor. This is arguably even more true in the business world than in many other circumstances, as the many complexities of business groups and the individuals that make them up can require different methods of communication and different modes of expression in order to obtain the same basic understanding. Presenting sales information to a diverse group of company stakeholders, including managers, salespeople, customers, and possibly others is an issue that requires a great deal of consideration along several avenues in order to ensure that the communication process is effective for everyone at the meeting. Understanding these aspects of the group's dynamics and communications needs leads to increased potential.

One of the primary elements that must be considered in a scenario where information is being presented to stakeholders with diverse relationships to the company is that of the roles everyone at the meeting plays. For the speaker, taking on the role of the informational leader in this scenario means analyzing and evaluating the information in a way that is made applicable and understandable to everyone in the room (Locker-Kienzler 2008). This means understanding the knowledge base that the different stakeholders in the meeting have, as well as their general expertise and understanding of the issues at hand. It is also very likely tat there will be some cultural diversity in the meeting, so care should be taken to present the information in a manner that is accessible and relevant to everyone (Locker-Kienzler 2008). There are specific ways to accomplish this that will be examined further on.

Another consideration that must be made is the use of specific communication channels in the meeting. The use of both written and spoken communication in the meeting can help to ensure that everyone is able to follow and understand the information being presented, with writing serving as a more direct and less-inflected (and thus less easily misinterpreted) form of communication (Locker-Kienzler 2008). In a direct group meeting, however, verbal communication should be the primary form of communication as it allows for differences in the group's atmosphere and understanding; though the flexibilities of verbal communication can be detrimental if used inappropriately or ignorantly, these flexibilities can also be tremendous assets if employed correctly (Locker-Kienzler 2008). Non-verbal communication -- such as body language -- is a communication channel that never closes, and so this must also be utilized to show confidence and approachability.

When it comes to the diversity of the group itself, both cultural and role-specific issues must be considered. In the case of the latter, care must be given that the information remains understandable and relevant; this becomes far more complex with the issue of cultural diversity. Drastically different meanings and interpretations are attributed to gestures, tones of voice, and certain ways of speaking by different cultures, and can have huge effects on the interpretation of the information being communicated (Locker-Kienzler 2008). Specifically, using figurative language such as understatement or hyperbole might be natural parts of some cultures, and be understood for what they are, while other cultures might see this as misleading or even simple ignorance (Locker-Kienzler 2008).

In order to ensure that the information presented at the above-described stakeholder meeting scenario is effective, the proper cultural considerations will be matched by an appropriate understanding of the various roles present in the meeting. This extends beyond simply understanding the varying knowledge bases of those in attendance in the meeting, and the different positions they hold in relation to the company's endeavors, and requires a certain amount of flexibility and awareness of the group roles that tend to emerge in such settings (Locker-Kienzler 2008). Encouraging the active involvement and development of positive group roles while calmly and quickly addressing any negative roles that might appear to be emerging will keep focus on the information being presented, helping it to become much more effective (Locker-Kienzler 2008).