Internal Communication: The Problem Is Not a Lack of Information
When faced with a misunderstanding, the reflex is often to add a message, a memo or a meeting. Research suggests that the problem lies elsewhere.
Understanding Information Overload
Martin Eppler and Jeanne Mengis (2004, The Information Society) synthesise research on information overload: beyond a certain volume, additional information reduces the quality of decisions rather than improving it. This effect is documented across several disciplines.
What Employees Experience
Angela Edmunds and Anne Morris (2000, International Journal of Information Management) describe employees who filter information, postpone reading or stop reading altogether when faced with the flow of information. The most common coping strategy is not better reading, but more drastic selection.
The Limits of the Evidence
Some of this research dates back to the email era and has difficulty capturing today's instant messaging. However, the mechanisms — interruption and switching costs — remain supported by research on attention. (our executive and employee training programmes)
What This Means for Internal Communication
Adding a channel or sending a message again increases volume without addressing selection. The approach supported by the evidence is reduction: fewer recipients, one message per decision and an identifiable sender.
A Practical Implication to Test in Bern
For one week, count the internal messages received by a team and those that required action. The ratio sheds more light on the problem than a satisfaction survey. This is a diagnostic assessment we conduct with organisations in Bern. To go further: explore the Communication training in Bern in the canton of Bern, or browse our executive and employee training programmes in Switzerland.
In pictures: Communication in Bern
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