Importance of Business Communication Channels

by K.A. Francis, Demand Media

Communication is an important part of a business.

Information is the lifeblood of an organization. o effecti!ely con!ey information, communication is necessary. Communication is con!eyed in se!eral forms, including !erbal and "ritten methods. It is important that the method used to con!ey the information is understandable by its intended recipient. #ther"ise the communication is "asted and a business could suffer.

Internal Communication Channels

Internal communication channels include face$to$face meetings, internal emails, ne"sletters and memos, communications bet"een managers and employees, and communications bet"een peers.

External Communication Channels

%&ternal communication is any communication bet"een a business and the outside "orld. 'ublic relations statements, press releases, mar(eting materials, commercials, and articles and boo(s "ritten by or about the business are all e&amples of e&ternal communication. Related Reading: )hat Channels of Communication )ould Be Appropriate for a *alesperson+

Importance
%ffecti!e communication across both channels is necessary for a business to thri!e. Internal communication (eeps a business !iable. )ithout communication bet"een all le!els of the business, directi!es cannot be completed, slo"ing the gro"th of the business. %&ternal communication is the lifeblood of a business. )ithout clear communication of a company,s products to customers, a business "ill not gro".

Communication Breakdown
%ffecti!e communication in both channels must be clear and con!ey the correct message. A lac( of communication internally, such as misunderstood directi!es bet"een management and associate$le!el employees, can lead to a brea(do"n of business processes. A cloudy e&ternal message can lead to decreased sales and a negati!e effect upon a business, bottom line.

Body Language
Communicators must be careful that "hat they are saying is not contradicted by the method of deli!ery. A face$to$face meeting bet"een a manager and employee can be completely derailed if the deli!erer of the message,s body language states the opposite of "hat is intended. For e&ample, a manager "ho listens to his employee,s concerns "ith his arms folded and shoulders raised is indicating he is not open to "hat is being presented to him, e!en if he truly is concerned. -is body language is undermining his actual message.

Clouding the Message

%&ternal communication should be as clear and concise as possible and not clouded "ith ambiguity or !agueness. )hen authoring sales materials, (eep in mind that potential customers do not "ant to be sold to or told ho" great your product is. they "ant to be mo!ed to buy and "ill determine the greatness of the product themsel!es. /our message should portray ho" the product or ser!ice can ma(e life easier for them. For public relations and press announcements, this concept also applies0 ensure the message con!eyed e&plains ho" your company,s product can help the audience.

Cultural Considerations
Cultural differences also must be ta(en into consideration. )hat means nothing to one culture spea(s !olumes in another. For e&ample, in some Asian cultures, it is considered disrespectful to loo( a super!isor in the eye. -o"e!er, in the American culture, not loo(ing directly at someone "hile spea(ing to them con!eys either insecurity or untruthfulness. It is important to (no" your audience and to adapt your message to fit it.

References (3) About the Author

K.A. Francis is a freelance "riter "ith o!er 12 years e&perience, and a small business consultant and 3e"elry designer. *he holds a Bachelor of Arts in %nglish and business administration and a Master of Arts. *he has "ritten for 4 he %in("ell,4 4)indsor 'arent,4 Moms#nline, )riter,s *te", 5ighthouse 6enture 7roup and others. -er 3e"elry design company, KAF Creations, has been in operation since 1889.

'hoto Credits
communication image by Christopher -all from Fotolia.com

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75 Behavioural Interview Questions To Select The Best Candidate

Its a well known fact that looking at a candidates past behaviour is the best way to predict their future performance.

So dont waste any more precious interview time asking hypothetical questions. Behavioural interview questions will let you understand in detail how a candidate has acted in specific situations. First, identify the core behaviours youd like your candidates to demonstrate. hen you can then select your specific questions from the list below. !emember to assess all candidates against the same behavioural criteria"

ABILITY TO HANDL ST! SS

#. $hat has been the most stressful situation you have ever found yourself in at work% &ow did you handle it% '. $hat have you done in the past to prevent a situation from becoming too stressful for you or your colleagues to handle%

ADA"TABILITY
(. ell me about a situation in which you have had to ad)ust to changes over which you had no control. &ow did you handle it% (. ell me about a time when you had to ad)ust to a colleagues working style in order to complete a pro)ect or achieve your ob)ectives.

(. &ow was your transition from high school to university% *id you face any particular problems% &ow did you handle them%

ANALYTICAL S#ILLS $ "!OBL % SOL&IN'

+. *escribe the pro)ect or situation that best demonstrates your analytical abilities. $hat was your role% +. ell me about a time when you had to analy,e information and make a recommendation. $hat kind of thought process did you go through% $as the recommendation accepted% If not, why% ell me about a situation where you had to solve a difficult problem. $hat did you do% $hat was the outcome% $hat do you wish you had done differently%

+.

+. $hat steps do you follow to study a problem before making a decision% $hy%

ATT NTION TO D TAIL

#-. $hat process do you use to check that you have the right details from a customer%

#-. .ive me an e/ample of a time you discovered an error that been overlooked by a colleague. $hat did you do% $hat was the outcome% #-. ell me about a time that you were confused by a customers request. $hat steps did you take to clarify things%

CLI NT (OC)S $ C)STO% ! O!I NTATION

#(. $hen have you had to deal with an irate customer% $hat did you do% &ow did the situation end up% #(. ell me about a time you have 0inherited1 a customer. $hat steps did you take to establish rapport with them% $hat did you do to gain their trust% #(. &ow have you handled a situation in the past where your client has changed the brief or 0changed the goalposts1% #(. .ive an e/ample of a time you went well out of your way to ensure a customer received the best possible service from you and organisation. $hat was their reaction% #(. $hen have you ever gone out on a limb to defend a customer% $hat happened%

CO%%)NICATION
#2. ell me about a recent successful e/perience in making a speech or presentation% #2. $hen have you had to present to a group of people with little or no preparation% $hat obstacles did you face% &ow did you handle them% #2. &ave you ever had to 0sell1 an idea to your co3workers% &ow did you do it% #2. .ive me an e/ample of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you 4or vice versa5. #2. $hat obstacles or difficulties have you ever faced in communicating your ideas to a manager% #2. ell me about a time in which you had to use your written communication skills in order to get an important point across. #2. $hen have you chosen to communicate a particular message in person as opposed to via email even though the email channel would have been a lot faster%

C! ATI&ITY
'6. $hen was the last time you thought 0outside the bo/1 and how did you do it% $hy% '6. ell me about a problem that youve solved in a unique or unusual way. $hat was the outcome% $ere you happy or satisfied with it% '6. .ive me an e/ample of when someone brought you a new idea that was odd or unusual. $hat did you do% '6. $hen have you brought an innovative idea into your team% &ow was it received%

D CISION %A#IN'
'7. ell me about a time when you had to make a decision without all the information you needed. &ow did you handle it% '7. .ive me an e/ample of a time when you had to be quick in coming to a decision. $hat obstacles did you face% '7. $hat is the most difficult decision youve ever had to make at work% &ow did you arrive at your decision% $hat was the result% '7. .ive me an e/ample of a business decision you made that you ultimately regretted. $hat happened%

'OAL S TTIN'
((. .ive me an e/ample of an important career goal which you set yourself and tell me how you reached it. $hat obstacles did you encounter% &ow did you overcome the obstacles% ((. ell me about a professional goal that you set that you did not reach. &ow did it make you feel% ((. &ow have you gone about setting short3term goals and long3term goals for yourself or your team% $hat steps did you take along the way to keep yourself accountable%

INITIATI&
(+. *escribe a pro)ect or idea 4not necessarily your own5 that was implemented primarily because of your efforts. $hat was your role% $hat was the outcome%

(+. *escribe a situation in which you recogni,ed a potential problem as an opportunity. $hat did you do% $hat was the result% $hat, if anything, do you wish you had done differently% (+. ell me about a pro)ect you initiated. $hat did you do% $hy% $hat was the outcome% $ere you happy with the result% (+. ell me about a time when your initiative caused a change to occur. (+. $hat has been the best idea you have come up with during your professional career%

INT '!ITY$HON STY

8#. it% *iscuss a time when your integrity was challenged. &ow did you handle 8#. ell me about a time when you e/perienced a loss for doing what is right. &ow did you react% 8#. ell me about a business situation when you felt honesty was inappropriate. $hy% $hat did you do% 8#. .ive a specific e/ample of a policy you conformed to with which you did not agree. $hy%

INT !" !SONAL S#ILLS

86. .ive an e/ample of when you had to work with someone who was difficult to get along with. &ow9why was this person difficult% &ow did you handle it% &ow did the relationship progress% 86. *escribe a situation where you found yourself dealing with someone who didnt like you. &ow did you handle it% 86. *escribe a recent unpopular decision you made. &ow was it received% &ow did you handle it% 86. $hat, in your opinion, are the key ingredients in guiding and maintaining successful business relationships% .ive me e/amples of how you have made these work for you. 86. .ive me an e/ample of a time when you were able to successfully communicate with another person even when that individual may not have personally liked you 4or vice versa5. &ow did you handle the situation% 86. ell me about a time when you had to work on a team with someone you did not get along with. $hat happened%

86. *escribe a situation where you had a conflict with another individual, and how you dealt with it. $hat was the outcome% &ow did you feel about it%

L AD !SHI"
6'. ell me about a team pro)ect when you had to take charge of the pro)ect% $hat did you do% $hat was the result% 6'. *escribe a leadership role of yours outside of work. $hy did you commit your time to it% &ow did you feel about it% 6'. $hat is the toughest group that you have ever had to lead% $hat were the obstacles% &ow did you handle the situation% 6'. $hat has been your greatest leadership achievement in a professional environment% alk through the steps you took to reach it. 6'. $hat have been the greatest obstacles you have faced in building9growing a team% 6'. *escribe a time when you have not only been responsible for leading a team of people but for also doing the same )ob as your team members% &ow did you )uggle9balance your time%

"LANNIN' AND O!'ANISATION $ TI% %ANA' % NT

62. *escribe a situation that required you to do a number of things at the same time. &ow did you handle it% $hat was the result% 62. &ow do you prioriti,e pro)ects and tasks when scheduling your time% .ive me some e/amples. 62. ell me about a pro)ect that you planned. &ow did your organi,e and schedule the tasks% ell me about your action plan. 62. $hen has a pro)ect or event you organised not gone according to plan% $hat happened% $hy% &ow did you feel%

SAL S $ N 'OTIATION
+'. ell me about your previous success in building a customer base from a standing start. $hat steps did you take% +'. $hat is your greatest sales3related achievement to date% $hat steps led to the final outcome% +'. *escribe a time when you convinced a resistant customer to utili,e your services.

+'. $hat was the most stressful professional negotiation you have been involved in% &ow did you handle it%

T A%*O!#
++. *escribe a situation where others you were working with on a pro)ect disagreed with your ideas. $hat did you do% ++. ell me about a time when you worked with a colleague who was not doing their share of the work. &ow did you handle it% ++. *escribe a situation in which you had to arrive at a compromise or help others to compromise. $hat was your role% $hat steps did you take% $hat was the result% ++. ell me about a time when you had to work on a team that did not get along. $hat happened% $hat role did you take% $hat was the result% ++. $hat was the biggest mistake you have made when delegating work as part of a team pro)ect% ++. ell me about a time when you had settle a dispute between team members. &ow did you go about identifying the issues% $hat was the result% ++. $hat have you found to be the difficult part of being a member, not leader, of a team% &ow did you handle this%

T NACITY $ ! SILI NC
:(. ell me about a particular work3related setback you have faced. &ow did you deal with it% :(. $hen have you ever found yourself in a competitive situation professionally% &ow did you handle it% :(. $hen have you seen your tenacity or resilience really pay off in a professional setting% $hat was the outcome% http0::recruitloop.com:blog:beha!ioural$inter!ie"$<uestions:
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ell us about a situation where your communication skills made a difference to a situation% *escribe a time when you had to win someone over, who was reluctant or unresponsive. *escribe a situation where you had to e/plain something comple/ to a colleague or a client. $hich problems did you encounter and how did you deal with them%

$hat is the worst communication situation that you have e/perienced% &ow do you prepare for an important meeting% ell us about a situation when you failed to communicate appropriately. *emonstrate how you vary your communication approach according to the audience that you are addressing. *escribe a situation when you had to communicate a message to someone, knowing that you were right and that they were wrong and reluctant to accept your point of view. <istening .ive us an e/ample where your listening skills proved crucial to an outcome. ell us about a time when you were asked to summarise comple/ points. ell us about a time when you had trouble remaining focussed on your audience. &ow did you handle this% $hat place does empathy play in your work% .ive an e/ample where you needed to show empathy% *escribe a situation where you had to deal with an angry customer.

$ritten $hat type of writing have you done% .ive e/amples% $hat makes you think that you are good at it% &ow do you feel writing a report differs from preparing an oral presentation% $hat positive and negative feedback have you received about your writing skills% .ive an e/ample where one of your reports was criticised. &ow do you plan the writing of a report%

Interview Co+,etenc- . Con/lict +ana0e+ent =ncourages creative tension and differences of opinions. >nticipates and takes steps to prevent counter3productive confrontations. ?anages and resolves conflicts and disagreements in a constructive manner. ell us about a time when you felt that conflict or differences were a positive driving force in your organisation. &ow did handle the conflict to optimise its benefit% ell us about a time when you had to deal with a conflict within your team. ell us about a situation where conflict led to a negative outcome. &ow did you handle the situation and what did you learn from it% .ive us an e/ample where you were unable to deal with a difficult member of your team.

Interview Co+,etenc- . Creativit- and Innovation *evelops new insights into situations@ questions conventional approaches@ encourages new ideas and innovations@ designs and implements new or cutting edge programs9processes. ell us about a pro)ect or situation where you felt that the conventional approach would not be suitable. &ow did you derive and manage a new approach% $hich challenges did you face and how did you address them% ell us about a situation where you trusted your team to derive a new approach to an old problem. &ow did you manage the process% ell us about a time when you had to convince a senior colleague that change was necessary. $hat made you think that your new approach would be better suited%

Interview Co+,etenc- . Decisiveness ?akes well3informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences@ perceives the impact and implications of decisions. $hat big decision did you make recently. &ow did you go about it% &ow did you reach the decision that you wanted to change )ob% .ive an e/ample of a time when you had to delay a decision to reflect on the situation. $hat did you need to do this% $hat is the decision that you have put off the longest% $hy% $hen is the last time that you have refused to make a decision% .ive us an e/ample of a situation where you had to make a decision without the input of key players, but knowing that these key players would )udge you on that decision 4e.g. superior unavailable at the time5. ell us about a time when you had to make a decision without knowledge of the full facts. ell us about a situation where you made a decision that involuntarily impacted negatively on others. &ow did you make that decision and how did you handle its consequences% ell us about a decision that you made, which you knew would be unpopular with a group of people. &ow did you handle the decision3making process and how did you manage e/pectations% ell us about a situation where you made a decision too quickly and got it wrong. $hy made you take that decision%

Interview Co+,etenc- . Dele0ation >ble to make full and best use of subordinate, providing appropriate support $hat type of responsibilities do you delegate. .ive e/amples of pro)ects where you made best use of delegation. .ive an e/ample of a pro)ect or task that you felt compelled to complete on your own. $hat stopped you from delegating% .ive an e/ample of a situation where you reluctantly delegated to a colleague. &ow did you feel about it% .ive an e/ample where you delegateda task to the wrong person% &ow did you make that decision at the time,what happened and what did you learn from it% &ow do you cope with having to go away from the office for long periods of time 4e.g. holidays5. =/plain how you would delegate responsibilities based on you current situation.

Interview Co+,etenc- . 1ternal awareness Anderstands and keeps up3to3date on local, national, and international policies and trends that affect the organi,ation and shape stakeholdersB views@ is aware of the organisationBs impact on the e/ternal environment. *escribe through e/amples drawn from your e/perience how you measure and take account of the impact of your decisions on e/ternal parties. .ive an e/amples where you underestimated the impact of your decisions on stakeholders e/ternal to your organisation.

Interview Co+,etenc- . (le1i2ilit?odifies his or her approach to achieve a goal. Is open to change and new information@ rapidly adapts to new information, changing conditions, or une/pected obstacles.

*escribe a situation where you had to changed your approach half3way through a pro)ect or task following new input into the pro)ect. *escribe a situation where you started off thinking that your approach was the best, but needed to alter your course during the implementation. *escribe a situation where one of your pro)ects suffered a setback due to an une/pected change in circumstances. *escribe a situation where you were asked to do something that you had never attempted previously. .ive us an e/ample of a situation where your initial approach failed and you had to change tack. *escribe your strongest and your weakest colleagues. &ow do you cope with such diversity of personalities% If we gave you a new pro)ect to manage, how would you decide how to approach it%

Interview Co+,etenc- . Inde,endence >cts based on his9her convictions and not systematically the accepted wisdom $hen did you depart from the Cparty lineC to accomplish your goal% $hich decisions do you feel able to make on your own and which do you require senior support to make% *escribe a situation where you had a disagreement or an argument with a superior. &ow did you handle it% $hen do you feel that it is )ustified for you to go against accepted principles or policy% $hich constraints are imposed on you in your current )ob and how do you deal with these% $hen did you make a decision that wasnBt yours to make% *escribe a pro)ect or situation where you took a pro)ect to completion despite important opposition. $hen have you gone beyond the limits of your authority in making a decision%

Interview Co+,etenc- . In/luencin0 >bility to convince others to own e/pressed point of view, gain agreement and acceptance of plans, activities or products. *escribe a situation where you were able to influence others on an important issue. $hat approaches or strategies did you use% *escribe a situation where you needed to influence different stakeholders who had different agendas. $hat approaches or strategies did you use% ell us about an idea that you manage to sell to your superior, which represented a challenge. $hat is your worst selling e/perience% *escribe the pro)ect or idea that you were most satisfied to sell to your management. *escribe a time where you failed to sell an idea that you knew was the right one.

Interview Co+,etenc- . Inte0rit>bility to maintain )ob related, social, organisational and ethical norms.

$hen have you had to lie to achieve your aims. $hy did you do so% &ow do you feel you could have achieved the same aim in a different way% ell me about a time when you showed integrity and professionalism. ell us about a time when someone asked you something that you ob)ected to. &ow did you handle the situation% &ave you ever been asked to do something illegal, immoral or against your principles% $hat did you do% $hat woud you do if your boss asked you to do something illegal% ell is about a situation where you had to remind a colleague of the meaning of CintegrityC.

Interview Co+,etenc- . Leadershi, >cts as a role model. >nticipates and plans for change. Dommunicates a vision to a team. ell us about a situation where you had to get a team to improve its performance. $hat were the problems and how did you address them% *escribe a change where you had to drive a team through change. &ow did you achieve this% *escribe a situation where you needed to inspire a team. $hat challenges did you meet and how did you achieve your ob)ectives% ell us about a situation where you faced reluctance from your team to accept the direction that you were setting. *escribe a pro)ect or situation where you had to use different leadership styles to reach your goal. ell me about a time when you were less successful as a leader than you would have wanted to be.

Interview Co+,etenc- . Levera0in0 diversitFosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organisation. .ive an e/ample of a situation or pro)ect where a positive outcome depended on the work of people from a wide range of backgrounds and ideas Interview Co+,etenc- . Or0anisational awareness *emonstrates an understanding of underlying organisational issues *escribe a pro)ect where you needed to involve input from other departments. &ow did you identify that need and how did you ensure buy3in from the appropriate leaders and managers% *escribe a time when you failed to engage at the right level in your organisation. $hy did you do that and how did you handle the situation% ell us about a time when you included someone in your team or a pro)ect because you felt they would bring something different to the team.

Interview Co+,etenc- . !esilience and tenacit*eals effectively with pressure@ remains optimistic and persistent, even under adversity. !ecovers quickly from setbacks. Stays with a problem9line of thinking until a solution is reached or no longer reasonably attainable.

ell us about a situation where things deteriorated quickly. &ow did you react to recover from that situation% ell us about a pro)ect where you achieved success despite the odds being stacked against you. &ow did you ensure that you pulled through% ell us about your biggest failure. &ow did you recover and what have you learnt from that incident% .ive us an e/ample of a situation where you knew that a pro)ect or task would place you under great pressure. &ow did you plan your approach and remain motivated% &ow do you deal with stress% .ive us an e/ample of a situation where you worked under pressure. Ander what conditions do you work best and worst% $hich recent pro)ect or situation has caused you the most stress% &ow did you deal with it% $hat did you last lose your temper% $hen is the last time that you were upset with yourself% $hat makes you frustrated or impatient at work% $hat is the biggest challenge that you have faced in your career. &ow did you overcome it% ell us about a time when you wanted to pushed one of your ideas successfully despite strong opposition.

$hich course or topics have you found most difficult% &ow did you address the challenge% Interview Co+,etenc- . !is3 ta3in0 akes calculated risks, weighing up pros and cons appropriately ell us about risks that you have taken in your professional or personal life% &ow did you go about making your decision% $hat is the biggest risk that you have taken. &ow did you handle the process% Elease describe one of your current or recently completed pro)ects, setting out the risks involved. &ow did you make decisions% &ow do you know that you made the correct decisions% $hat risks do you see in moving to this new post%

Interview Co+,etenc- . Sensitivit- to others >ware of other people and environment and own impact on these. akes into account other peopleBs feelings and 9needs. $hat problems has one of your staff or colleagues brought to you recently% &ow did you assist them% ell us about an unpopular decision that you made recently% $hat thought process did you follow before making it% &ow did your colleagues9clients react and how did you deal with their reaction% &ow do you deal with Ctime wastersC% .ive a recent e/ample. $hen is that last time that you had an argument with a colleague% $hen did you last upset someone%

$hat steps do you take to understand your colleaguesB personalities% .ive an e/ample where you found it hard to ad)ust to one particular colleague.

Interview Co+,etenc- . Tea+wor3 Dontributes fully to the team effort and plays an integral part in the smooth running of teams without necessarily taking the lead *escribe a situation in which you were a member of team. $hat did you do to positively contribute to it% ell us about a situation where you played an important role in a pro)ect as a member of the team 4not as a leader5 &ow do you ensure that every member of the team is allowed to participate% .ive us an e/ample where you worked in a dysfunctional team. $hy was it dysfunctional and how did you attempt to change things% .ive an e/ample of a time when you had to deal with a conflict within your team% $hat did you do to help resolve the situation% &ow do you build relationships with other members of your team% &ow do you bring difficult colleagues on board% .ive us an e/ample where you had to do this.

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Examples of Communication Problems in the Workplace

by Arnold Anderson, Demand Media

)or(place communication issues can be costly. Communication 'roblem image by *cott Ma&"ell from Fotolia.com Communication problems in the "or(place can cost your company producti!ity and money. )ithout efficient communication, your company is unable to e&change information essential to daily operations and create a communication net"or( to carry ne" product data. =nderstanding e&amples of "or(place communication issues can help you to create policies that "ill address problems and create an efficient communication net"or( in the office. Ads by 7oogle A!ailable >ob 6acancies )e Can -elp /ou Find he ?ight >ob. Chec( he 5atest >ob 5istings @o"A """.AyosDito.ph:-iring

Language Barriers
A di!erse "or(place has se!eral benefits to a business, such as a !ariety of solutions to company issues and insight into international mar(ets during e&pansion. But the language barrier that can sometimes occur in a di!erse "or(place, or any "or(place, may become a communication problem. here might be language barriers bet"een people of different ethnic bac(grounds, people of different ages and people "ith different le!els of industry e&perience. Any language barrier is going to slo" communication or create misunderstandings that ma(e communication ineffecti!e.

Personal Issues
%ffecti!e communication in a "or(place is based on professional correspondence designed to assist in the daily operation of the company or the continued gro"th of the organization. )hen employees allo" personal issues to affect company communication, a communication problem de!elops that could ta(e a long time to trac( do"n and resol!e. 'eople "ho refuse to communicate based on a personal disagreement are damaging the company,s ability to do business and slo"ing the gro"th of the organization. Related Reading: %ffects of @egati!e Communication in the )or(place

Lack of Feedback
#ne$"ay communication can become an ineffecti!e "ay to e&change information throughout the company. %mployees and managerial staff should pro!ide feedbac( at all times to impro!e the <uality of information disseminated and the manner in "hich the information is deli!ered. For e&ample, if a department tends to send out information in a format confusing to other people in the company, then that department needs to be informed of its communication problems immediately or else the information coming from that group "ill al"ays pose a communication challenge.

New Hires
)hen ne" employees are brought into the organization, they need to recei!e a comprehensi!e introduction into the proper "ays to communicate throughout the organization. Companies that do not include communication training in their ne"$hire orientation programs "ill be forced to struggle "ith ne" hires "ho are forced to learn proper communication procedures by a process of hit and miss.