Basics of Technical Communication

In both academic and workplace settings, communication is central to everything we

do,whether it’s talking with friends, professors, or colleagues, writing reports, emails,
or proposals, or participating in discussions and presentations. Communication is
simply the process of sharing information, ideas, or feelings so that others can
understand and respond. For example, if you ask a professor to explain a concept, you
are sending information, and when the professor responds, the process continues until
your doubt is cleared. This shows that communication is a two-way process. In
organizations, effective communication is essential for success, as all activities
depend on it. No matter how knowledgeable or skilled someone is, they may not
succeed if they cannot express their ideas clearly. People who communicate well
often progress faster in their careers because strong communication skills are one of
the main reasons for professional success. This type of purposeful exchange of
information is called technical communication.

IMPORTANCE OF TECHNICAL COMMUNICATION:

Technical communication is essential in business, industry, and academics because all

major activities like planning, decision-making, and organizing depend on it. Reports,
instructions, manuals, and presentations are ways to share progress and achievements.
The higher a person’s position, the more they need strong communication skills. Good
communication not only helps organizations grow but also builds personal skills like
analyzing information and expressing ideas clearly. Even though many professionals
know its importance, they often don’t practice enough. The only way to improve is by
communicating regularly, as practice makes one an effective communicator.

COMMUNICATION CYCLE:

The communication process works like a cycle with several key steps. First, the
sender creates (formulates) a message based on their knowledge, experience, and
purpose. The message is then encoded using language, symbols, or actions and sent
through a channel, such as face-to-face talk, writing, or digital media. The receiver
decodes the message and responds. If the message is understood correctly, the
response matches the sender’s intention; if not, there may be confusion due to
interference or “noise.” Feedback from the receiver is vital because it shows whether
the message was delivered successfully. For example, if you put up a notice about a
meeting and only some people attend, you still receive both positive and negative
feedback. Communication also depends on the right environment, such as a classroom
or a private office. For communication to be effective, it needs:

 A clear communication environment

 Cooperation between sender and receiver
 The right channel for deliver
 Proper encoding and decoding
 Feedback to confirm understanding

LEVELS OF COMMUNICATION:
Having understood the communication process, let us now study the various levels at
which human communication takes place:
 Extrapersonal
 Intrapersonal
 Interpersonal
 Mass
 Organizational

Extrapersonal Communication: This happens between humans and non-human

entities, like when a dog wags its tail at you or a parrot responds to your greeting. It
relies on signals and understanding between both sides.

Intrapersonal Communication: This is communication within yourself, such as

when your brain processes signals from your body (feeling hot and deciding to turn on
the cooler). It also includes self-talk, self-motivation, and decision-making.

Interpersonal Communication: This takes place between two or more people who
are usually close in distance, allowing direct feedback and the use of verbal and non-
verbal cues. It can be formal (e.g., job interview) or informal (e.g., chatting with
friends) and is influenced by relationships, psychology, environment, and culture.

Organizational Communication: This occurs within workplaces or institutions and

is vital for smooth functioning. It can be:

 Internal-operational: work-related communication inside the organization.

 External-operational: communication with people outside the organization.
 Personal: non-work-related communication among employees.

Mass Communication: This targets a large, diverse audience using mass media like
TV, newspapers, books, or the Internet. It is impersonal, requires mediators or
“gatekeepers” (like editors), and can reach wide geographical areas. It is often
persuasive and requires careful message design.

FLOW OF COMMUNICATION:

Vertical Communication – Information flows up and down the chain of command.

 Downward communication: From managers to subordinates. It includes

instructions, policies, clarifications, feedback, and requests. Examples: emails,
notices, memos, face-to-face talks.
 Upward communication: From subordinates to managers. It keeps leaders
informed about work, employee feelings, and operations. Examples: reports,
surveys, suggestions, grievances. Open and flat organizations encourage more
upward flow, while strict hierarchies limit it.

Horizontal (Lateral) Communication – Communication between employees at the

same level. It helps coordinate tasks, share information, save time, and bridge
departmental gaps. For example, the VP of Marketing sharing survey results with the
VP of Production. While it improves cooperation, it may cause conflict if formal
channels are bypassed.
Diagonal Communication – Cross-wise communication that cuts across functions
and levels. For instance, a sales manager contacting the VP of Production directly. It
is quick and efficient, often supported by email, as it ignores strict hierarchies and
reduces delays.

In short:

 Vertical = Upward + Downward (hierarchical).

 Horizontal = Among equals (coordination).
 Diagonal = Across levels/departments (fast and direct).

Barriers to Communication
• Intrapersonal
• Interpersonal
• Organizational

Intrapersonal:

Intrapersonal barriers occur because every individual has different perceptions,

experiences, education, culture, and personality. These differences affect how we
understand and interpret information. The main causes are:

 Wrong Assumptions: Assuming the other person knows what you mean without
checking. Example: A doctor uses the term “SOS” without ensuring the patient
understands it.
Solution: Put yourself in the listener’s place and explain clearly.
 Varied Perceptions: People see the same situation differently, like the story of
the blind men describing an elephant. Personal bias can also affect how we
interpret situations.
Solution: Step back, avoid bias, and look at the bigger picture.
 Differing Backgrounds: Differences in education, culture, language, or life
experience can cause misunderstandings. Example: A technical presentation may
confuse those unfamiliar with the subject.
Solution: Know your audience, use simple language, and be empathetic.
 Wrong Inferences: Mistaking assumptions for facts. Example: Thinking absent
colleagues were laid off when they were actually promoted.
Solution: Support inferences with facts and use phrases like “evidence suggests”
or “in my opinion.”
 Blocked Categories: Rejecting information that doesn’t fit your beliefs or being
closed-minded to new ideas. Example: Believing only young employees are
efficient.
Solution: Stay open, avoid prejudices, and be flexible in thinking.
 Categorical Thinking (Know-it-all attitude): Believing you already know
everything, so you stop listening. Example: Ignoring a meeting because you think
you know the details already.
Solution: Avoid overgeneralizations (like “always,” “never,” “everyone”), use
cautious words (“in most cases”), and admit when information is incomplete.

Interpersonal:
Interpersonal barriers happen when communication between two or more people
breaks down due to poor word exchange or negative attitudes.

Limited Vocabulary

 Not knowing the right words or using them incorrectly makes communication
weak.
 Solution: Improve vocabulary and use words carefully.

Mismatch of Verbal & Non-Verbal Messages

 Words say one thing but body language says another (e.g., smiling while saying
something sad).
 Solution: Ensure tone, expressions, and gestures match your words.

Emotional Outbursts

 Anger, prejudice, stereotypes, or too much excitement can distort messages.

 Solution: Stay calm, think rationally, and control emotions before speaking.

Communication Selectivity

 Paying attention only to parts of a message that interest you, while ignoring the
rest.
 Solution: Listen carefully to the full message to avoid missing important details.

Cultural Differences

 Different customs, languages, and practices can cause misunderstandings.

 Solution: Learn and respect the culture of the people you are communicating
with.

Poor Listening Skills

 Hearing without really listening leads to confusion.

 Solution: Focus, make eye contact, and give full attention when listening.

Noise in the Channel

 External disturbances (machines, bad phone lines, messy handwriting, etc.) or

psychological distractions that interrupt communication.
 Solution: Reduce distractions and use clear channels of communication.

Organizational:

Organizational barriers happen when the structure, rules, or systems of a company

make communication difficult. Large organizations often face these problems because
messages pass through many levels before reaching the receiver.

Too Many Transfer Stations

 Messages go through many people, so they get delayed, changed, or lost.
 Example: Like a message passed through several friends, the meaning changes.
 Solution: Reduce middle steps, encourage direct communication.

Fear of Superiors

 Employees may hesitate to speak openly because they fear their bosses.
 This can lead to silence, or long, unfocused reports full of unnecessary details.
 Solution: Superiors should create an open, friendly environment where staff can
share ideas freely.

Negative Tendencies (Group Conflicts)

 Groups in organizations (formal or informal) may clash, leading to insider–

outsider attitudes.
 Example: A sports club demanding funds vs. non-members opposing it.
 Solution: Promote cooperation and respect for different opinions.

Use of Inappropriate Media

 Choosing the wrong method (phone, email, reports, meetings, etc.) can cause
confusion.
 Example: Confidential info should not be shared over the phone.
 Solution: Select media based on time, cost, type of message, and audience.

Information Overload

 Too much data leads to fatigue, boredom, and ignoring important details.
 Solution: Share only relevant information, highlight main points, and avoid
unnecessary details.