Her explanation went something like this, "Everybody knows I turn left here at this time every morning."



On the job, too:

Her explanation should ring a bell with anyone who's spent much time in an organization of anything larger than two people. Someone didn't communicate a critical piece of information to someone else. Why? Because one person assumed the other person had the same information. Or perhaps assumed the other person didn't need to know, or should have known.

As I look at communication in and among organizations, I'm struck by the frequency with which this misunderstanding occurs. Quite frankly, I'm guilty of it myself, in my one person business. That's because I don't always give my clients or suppliers information, on the assumption they already know.

But, in large organizations, with multiple streams of activities and interlocking operations, the opportunities for such non-communication occur everywhere. In fact, a frequent finding of teams that investigate work processes is the need for better communication.

So why do we have these communication lapses? Well, some obvious answers stare us in the face: for example, being too busy to consider what others need.

However, we should start by looking at structures and systems rather than people. For example, downward communication is essentially enabling, which means it provides information that allows others lower in the hierarchy to do their jobs. The superior passing down information may have done the subordinate's job herself before being promoted. And much of what she knows about the job she knows implicitly. The explicit things she knows about the position have already been communicated to the person taking on the subordinate's position.

But, implicit information is something else. It is not top of mind, nor readily articulated. It needs to be raised as an issue, digested, and put into words before it can be communicated. Therefore, it's neither quick nor easy.

For example, when I was a news director in a radio station, I readily passed on the station's written policies and procedures to new hires: that was explicit information. But, the subtleties of the station's news and corporate policies, the implicit knowledge in my head, didn't move downward so readily. Normally, it came out slowly and in small increments during informal question and answer sessions.

Systems:

Obviously, the best way to make sure that 'Everybody Knows' information gets transmitted, especially implicit information, is to develop appropriate systems. That means developing processes by which to communicate this kind of information.

Some solutions include regularly scheduled communication meetings with lively question periods. Also, and although I've had no direct experience with them, I've heard good things about orientation programs that make new employees go out and interview people throughout the organization.

Applications:

Look for systematic ways to ensure information and knowledge get communicated. While it may be tempting to point fingers at people when the Everybody Knows syndrome strikes, you'll only get good solutions by looking at structure and systems.

In summary:

One of the major causes of communication failure is the Everybody Knows syndrome. This involves a decision not to communicate because of the assumption that everybody else knows what I know. It's especially a problem for implicit knowledge, which falls outside established systems for communication.