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Doubtlessly, you feel that Mr Richardson of Scenario One has quite a lot to learn.

Firstly, he has declined - to his peril - to give his full attention to task at hand. Secondly, he is probably still under subconscious influence of an educational system that expects teacher or lecturer to pronounce, and expects unfortunate students to listen or take notes. Now that he is in a management position, he has instinctively assumed role of a teacher who knows just about everything, and expects others to passively imbibe his knowledge.

The vital four steps in effective communication might well help people like this Mr Richardson to correct this distorted view of communication process. Some call them four A's of communication. We can only discuss them very briefly here, although each of these four is worth an essay on its own.

ATTENTION

Winning attention of person with whom we wish to communicate, is an obvious first step. In order to achieve this goal, we must first try to eliminate - as far as is humanly possible - what experts in this field call "noise". This includes everything that distracts, be it noise in literal sense, physical or emotional discomfort, personal problems, negative attitudes, or distracting mannerisms or dress.

Respect for other person is an important prerequisite for attention getting. The human greeting, or inquiry about other person's health or personal circumstances, is an effective catalyst in this process. To be sure, if such introductions are false or stereotyped they might serve little purpose. Real empathy on other hand, all more so in downward communication from superior to subordinate, leads quickly to second step in process.

APPREHENSION

Although this word usually carries connotation of "fear", its primary meaning is "understanding". We have preferred term "apprehension" here primarily to retain mnemonic of "four A's" Its two meanings, however, are related; they are two sides of one coin. The task of communicator is to change aspect of "fear" into that of "understanding".

Achieving apprehension is a critical part of communication process, but it is a very subtle one also. Managers sometimes defend their inability to communicate by asking, "Do you understand?" This is usually an unfair question, and even somewhat improved "What do you understand?" is often perceived as a threat.

On other hand, if there is right relationship between transmitter and receiver of a message, indirect ways of establishing degree of understanding will present themselves. As Version Two above illustrates, encouraging a free flow of input from receiver is best way of ensuring that understanding has been achieved.

ASSIMILATION

As crucial as is function of apprehension (in its positive sense as we defined it,) it is not enough. Often, a person has understood a message perfectly, but he or she has not accepted it. Alternatively, it is accepted in a half-hearted manner, without any conviction. Communication is still incomplete if he has not assimilated information into his own being.

The initiator has achieved an ideal result if recipient has assimilated message to extent that he becomes one with sender, as it were. Assimilation of a concept presented by management, or by another worker, goes a long way towards ensuring active participation, and harmonious cooperation, in workplace.

ACTION

This is final step in our communication process. It is that ingredient which propels abstract or theoretical knowledge into world of reality. So often a good idea in business (no less than in other spheres) meets with facile acceptance or agreement, but is not translated into action.

If assimilation has indeed taken place, action on part of receiver should follow inevitably. But what we have said about two-sided nature of communication applies here as well. The originator of message must play his part, too, with abundant support and encouragement.

The reason for this caution is that perception information you gather helps you establish your public relations goal. Examples might include, spike that rumor, correct false assumption, or clarify misconception.

But how do you go about achieving that goal? You pick right strategy from three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Be certain, however, that strategy you choose is an obvious fit with your new public relations goal.

Now, what will you say to members of your key target audience to help persuade those with offending perception to your way of thinking? Select your PR team’s best writer because you must prepare a very special, corrective message. One that is not only compelling and believable, but very clear, based on solid facts and persuasive if it is to shift perception/opinion towards your point of view and lead to behaviors you have in mind.

The next step, luckily, is easy. You must select communications tactics to carry your message to attention of your target audience. Insuring that tactics you select have a record of reaching folks like members of your target audience, you can pick from dozens that are available to you. From consumer briefings, media interviews, newsletters and personal meetings to speeches, facility tours, emails, brochures and many others.

Keeping in mind that method of communication can often affect credibility of message, you may wish to deliver it during a meeting, a presentation or other small getogethers rather than in a higher-profile press release.

Soon, you will want to demonstrate that your new public relations effort is making progress. And that means a second perception monitoring session with members of your target audience. Using many of same questions as in your first benchmark session, you will now be on alert for signs that offending perception is being altered in your direction.

Fortunately, you can always move things along by adding more communications tactics as well as increasing their frequencies.

You will not be shortchanged – nor feel shortchanged – when you sharpen your focus on very groups of outside people who play a major role in just how successful a manager you will be – your key external stakeholders.

Especially when you use a workable plan that helps you persuade those important outside stakeholders to your way of thinking, then moves them to take actions that lead to success of your department, division or subsidiary.

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