Workplace Communication Problems: Causes and Solutions
This paper examines common communication problems in the workplace, with a focus on four key areas: listening skills, oral communication, nonverbal cues, and communication challenges related to workplace diversity. Drawing on organizational communication research, the paper explains how deficiencies in each area contribute to workplace conflict and stress, ultimately reducing productivity and customer satisfaction. The paper also outlines five practical strategies for resolving communication problems — specificity, active listening, depersonalization, physical separation, and mediation — and argues that addressing these issues promptly is essential to an organization's long-term success.
- Introduction: Overview of workplace communication and paper scope
- Listening in the Workplace: Multidimensional listening skills and workplace competency
- Oral Communication: Importance of oral skills for organizational effectiveness
- Nonverbal Cues and Workplace Diversity: Nonverbal signals and diversity-related communication barriers
- Outcomes of Communication Problems: Stress, absenteeism, and reduced productivity as outcomes
- Resolving Communication Problems: Five strategies including specificity, listening, and mediation
- Conclusion: Recap of communication issues and resolution strategies
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What makes this paper effective
- The paper is well-organized around a clear problem-cause-outcome-solution framework, making it easy for readers to follow the argument from identifying communication issues to resolving them.
- It draws on a range of peer-reviewed sources across multiple subtopics — listening, oral communication, diversity — giving the analysis disciplinary breadth without losing focus.
- The inclusion of the DIFCOM process and Stoppler's five-step resolution model grounds abstract concepts in practical, actionable guidance.
Key academic technique demonstrated
The paper demonstrates effective use of synthesis: rather than summarizing each source in isolation, the author weaves multiple researchers' findings together to build a cumulative argument. For example, Cooper's (1997) multidimensional model of listening is linked to Goby and Lewis's (2000) claim that listening underpins all other communication skills, reinforcing the importance of the topic through convergent evidence.
Structure breakdown
The paper opens with an abstract and introduction that preview all major topics. A literature review is divided into four subsections — listening, oral communication, nonverbal cues, and diversity — each supported by cited research. A separate section covers workplace outcomes (primarily stress), followed by a practical solutions section. The conclusion recaps all main points and restates the central argument. This clear funnel structure — broad context → specific problems → consequences → remedies — is a strong model for undergraduate expository writing.
Introduction
Business communication is an essential component in the success of any firm (Harris 1993). Effective communication in the workplace allows for the free flow of information and the completion of tasks in a timely and efficient manner. On the contrary, poor communication in the workplace can create a plethora of problems and encourages discord among employees and managers (Carmichael 1996). This paper examines communication problems in the workplace, with a specific focus on listening, oral communication, nonverbal communication, and communication issues as they relate to workplace diversity. It also discusses the outcomes of these communication problems and the steps that can be taken to resolve them.
Works Cited
Brownell, J. (1994). Managerial listening and career development in the hospitality industry. Journal of the International Listening Association, 8, 31–49.
Carmichael, K. (1996). Conceptualizing business communication. The Journal of Business Communication, 33(3), 327+.
Chenier, E. (1998). The workplace: A battleground for violence. Public Personnel Management, 557.
Cooper, L. O. (1997). Listening competency in the workplace: A model for training. Business Communication Quarterly, 60(4), 75+.
Harris, T. E. (1993). Applied organizational communication: Perspectives, principles, and pragmatics. Hillsdale, NJ: Lawrence Erlbaum Associates.
Mendelson, J. L., & Mendelson, D. C. (1996). An action plan to improve difficult communication: Promoting diversity in the workplace. HR Magazine.
Selnow, G. W., & Crano, W. D. (1987). Planning, implementing, and evaluating targeted communication programs: A manual for business communicators. New York: Quorum Books.
Stoppler, M. C. (2005). Communication tips for a healthy workplace. Retrieved June 28, 2005.
Thierauf, R. J., & Hoctor, J. J. (2003). Smart business systems for the optimized organization. Westport, CT: Praeger.
Tovey, J. (1997). Addressing issues of cultural diversity in business communication. Business Communication Quarterly, 60(1), 19+.
Waner, K. K. (1995). Business communication competencies needed by employees as perceived by business faculty and business professionals. Business Communication Quarterly, 58(4), 51+.
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