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Technology, Management & Society., by Peter F. Drucker
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Technology, Management & Society.
- Sales Rank: #2555177 in Books
- Published on: 1970
- Binding: Hardcover
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Information, Communication and Understanding - timeless insights
By Peter de Toma sen.
In this book Peter Drucker published 12 essays with the comment that major portions of this work were previously published in Harvard Business Review, Technology and Culture, Management Today, The Journal of Business of the University of Chicago and The McKinsey Quarterly.
The first essay “Information, Communications and Understanding” provides timeless insights about one of the most important capabilities of human beings and especially of knowledge workers, professionals, managers, executives and entrepreneurs to be effective and efficient.
The essay is a paper read before the Fellows of the International Academy of Management, Tokyo, Japan, October 1969.
The following original quotes are extracts of this essays that should encourage the reader to get hold of this essay which has been reprinted in 1993 in Peter Drucker’s excellent book “The Ecological Vision, fifth paperback printing 2000 chapter 22. If you have carefully studied this essay and kept it within reach any time you are confronted with communication and motivation challenges you will be very selective when buying additional publications about this important subject.
“Concern with ‘information’ and ‘communications’ started shortly before World War I. …
The trickle of books on communications has become a raging torrent. I recently received a bibliography prepared for a graduate seminar on communications; it ran to ninety-seven pages. …
Yet communications has proven as elusive as the unicorn. Each of the forty-nine contributors to The Human Dialogue has a theory of communications which is incompatible with all the others. The noise level has gone up so fast that no one can really listen any more to all that babble about communications. But there is clearly less and less communicating. …
In the meantime, there is an information explosion. …
What We Have Learned
We have learned, mostly through doing the wrong things, the following four fundamentals of communications:
(1) Communications is perception,
(2) Communication is expectations,
(3) Communication is involvement,
(4) Communication and information are totally different. But information presupposes functioning
communications.
Communication is perception
An old riddle asked by the mystics of many religions – the Zen Buddhists, the Sufis of Islam, or the rabbis of the Talmud – asks: ‘Is there a sound in the forest if a tree crashes down and no one is around to hear it?’ We now know that the right answer to this is ‘no.’ There are sound waves. But there is no sound unless someone perceives it. Sound is created by perception. Sound is communication. …
(a) First, it means that it is the recipient who communicates. The so-called communicator, that is, the person who emits the communication, does not communicate. He utters. Unless there is someone who hears, there is no communication. There is only noise. The communicator speaks or writes or sings – but he does not communicate. Indeed he cannot communicate. He can only make it possible, or impossible, for a recipient – or rather percipient – to perceive.
(b) Perception, we know, is not logic. It is experience. This means, in the first place, that one always perceives a configuration. One cannot perceive single specifics. They are always part of a total picture….
(c) But we know about perception also that one can only perceive what one is capable of perceiving. … The connection between experience, perception, and concept formation, that is, cognition, is, we now know, infinitely subtler and richer than any earlier philosopher imagined. …
In communicating, whatever the medium, the first question has to be, ‘Is this communication within the recipient’s range of perception? Can he receive it?’ …
There is no possibility of communications, in other words, unless we first know what the recipient, the true communicator, can see and why.
Communication is Expectations
We perceive, as a rule, what we expect to perceive. … What is truly important is that the unexpected is usually not received at all. It is either not seen or heard but ignored. Or it is misunderstood, that is, mis-seen as the expected or mis-heard as the expected. …
It is, of course, possible to alert the human mind to the fact that what it perceives is contrary to its expectations. But this first requires that we understand what it expects to perceive. It then requires that there be an unmistakable signal – ‘this is different,’ that is, a shock which breaks continuity. …
Communication is Involvement …
Words are not mere information. They do carry emotional charges. And, therefore, words with unpleasant or threatening associations tend to be suppressed, words with pleasant associations retained. In fact, this selective retention by emotional association has since been used to construct tests for emotional disorders and for personality profiles.
Communication, in other words, always makes demands. … If, in other words, communication fits in with the aspiration, the values, the purposes of the recipient, it is powerful. If it goes against his aspirations, his values, his motivations, it is likely not to be received at all, or, at best, to be resisted. …
Communication and Information are different and largely opposite – yet interdependent
(a) Where communication is perception, information is logic. As such, information is purely formal and has no meaning. It is impersonal rather than interpersonal. … All through history, the problem has been how to glean a little information out of communications. … Now, in other words, we have the opposite problem from the one mankind has always been struggling with. Now we have the problem of handling information per se, devoid of any communication content.
(b) The requirements for effective information are the opposite of those for effective communication. Information is, for instance, always specific. …
(c) At the same time, information presupposes communication. Information is always encoded. To be received, let alone to be used, the code must be known and understood by the recipient. This requires prior agreement, that is, some communication. …
(d) Communication communicates better the more levels of meaning it has and the less possible it is, therefore, to quantify it.
Medieval esthetics held that a work of art communicates on a number of levels, at least three if not four: the literal, the metaphorical, the allegorical, and the symbolic. The work of art that most consciously converted this theory into artistic practice was, of course, Dante’s Divina Commedia. …
(1) For centuries we have attempted communication downward. This, however, cannot work, no matter how hard and how intelligently we try. It cannot work, first, because it focuses on what we want to say. It assumes, in other words, that the utterer communicates. …
One cannot communicate downward anything connected with understanding, let alone with motivation. This requires communication upward, from those who perceive to those who want to reach their perception. …
(2) But ‘listening’ does not work either. … Of course, listening is a prerequisite to communication. But it is not adequate, and it cannot, by itself, work. Perhaps the reason why it is not being used widely, despite the popularity of the slogan, is precisely that, where tried, it has failed to work. Listening first assumes that the superior will understand what he is being told. It assumes, in other words, that the subordinate can communicate. It is hard to see, however, why the subordinate should be able to do what his superior cannot do. … There is no reason, in other words, to believe that listening results any less in misunderstanding and miscommunications than does talking. In addition, the theory of listening does not take into account that communications is involvement. It does not bring out the subordinate’s preferences and desires, his values and aspirations. … But listening is only the starting point.
(3) More and better information does not solve the communications problem, does not bridge the communications gap. On the contrary, the more information, the greater is the need for functioning and effective communication. The more information, in other words, the greater is the communications gap likely to be. …
Can we then say anything constructive about communication? Can we do anything? We can say that communication has to start from the intended recipient of communications rather than from the emitter. In terms of traditional organization we have to start upward. Downward communications cannot work and do not work. …
But we can also say that it is not enough to listen. The upward communication must first be focused on something that both recipient and emitter can perceive, focused on something that is common to both of them. And second, it must be focused on the motivation of the intended recipient. It must, from the beginning, be informed by his values, beliefs, and aspirations. ..."
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