Bottom-up communication in organizations
Bottom-up communication can be defined as the types of communication that help achieve desired results for the employee and the organization in a variety of ways in terms of needs, values, perceptions, and opinions.
Bottom-up communication helps promote behaviors like saving energy that is used for significant resources. What is less clear is the comparative value of the different approaches available to communicators. While it is generally accepted that ‘bottom-up’ approaches, where people participate actively rather than passively, are preferable to ‘top-down’ projects run by authorities, there is little evidence to verify why this should be the case.
Furthermore, while the literature has examined the mechanics of the different approaches, less attention has been paid to the associated psychological implications. This article reports on an exploratory comparative study that examined the effects of six different communication activities. The activities used different communication approaches, some participatory and some more top-down informational.
Two theories, from behavioral and communication studies, were used to identify key variables to consider in this field evaluation. The evaluation aimed to assess not only which activity might be most successful, as this has limited generalizability, but also to gain insight into what psychological impacts might contribute to success. The analysis found support for the general hypothesis that bottom-up approaches have more impact on behavior change than top-down ones. The study also identified that, in this case, the difference in behavior reported across the activities was partly related to the extent to which intentions to change behavior were implemented.
One possible explanation for the difference in reported behavior change between activities is that a bottom-up approach may offer a supportive environment where participants can discuss progress with like-minded people. Another possible explanation is that, despite controlling intention at the individual level, the pre-existence of strong intentions can have an effect on the success of the group. These suggestive findings point to the critical need for additional and larger-scale studies.
TOP 5 TIPS TO COMMUNICATE FROM THE BOTTOM UP
Communication is only communication if the message gets where it needs to go and is received by those who need to hear it. Here are five tips for successful bottom-up communication throughout your organization:
1. COMMUNICATE FACE TO FACE WHERE YOU CAN: Research shows that less than 10 percent of the meaning of a message is conveyed through the actual words. If we only have written communication without any face-to-face communication, people will miss the message. If your workforce is geographically dispersed, then make use of technology. Seeing each other’s faces makes a big difference.
2. CLARITY AND SIMPLICITY ARE KEY: Whoever defines whether a message is clear is not the sender but the receiver. Unfortunately, I often hear people say, “I must have said that five times. It was perfectly clear.” This shows the disconnect between what the speaker thinks is clear and what is really clear. Be aware of your messages – make sure your communication is precise and not vague. The lack of clarity will only be magnified as the message is carried through the layers of the organization. Simple is powerful.
3. BUILD RESPONSIBILITY. Many organizations suffer from what I call a thermal layer where communications don’t penetrate. This is often the case when leadership conveys a message that they hope will carry through the organization and later discovers that it did not. When you have a message that needs to be cascaded throughout the organization, give people a deadline for that to happen and hold them accountable. One more thing: check with the lower levels of your organization to make sure the message was received.
4. USE MULTIPLE MEDIA OF COMMUNICATION. For example, hold public meetings when you need to convey strategic initiatives and other vital information so that people can hear it directly from the leader. Use your organization’s intranet to post important information. Of course, you can’t expect people to always check that website, but you can persuade them to be more likely to use it. Email, the website, meetings and town halls all have their place. Important messages need to be shared in multiple ways.
5. REMEMBER THAT MESSAGES CAN BE DISTORTED. When people are stressed, their listening diminishes and what they hear becomes distorted. If you are trying to deliver difficult messages (which will cause stress), keep your message brief and then invite dialogue. For difficult messages, one-way communication is not enough. Quick questions. Talk to people. This helps people absorb the message.