Channel of communication

Channel of communication is the medium or pathway through which a message travels from a sender to a receiver during the communication process. The term was first systematically defined within Claude Shannon and Warren Weaver's mathematical theory of communication, published in 1948 in the Bell System Technical Journal^[1]. Communication channels determine how information is encoded, transmitted, and decoded between parties. They can range from face-to-face conversations to electronic media and written documents.

Types of communication channels

Communication channels are classified based on several criteria. The most common distinction separates formal and informal channels.

Formal channels

Formal communication channels follow established organizational hierarchies and official procedures. These include:

• Annual reports and business plans
• Official memos and newsletters
• Employee handbooks and policy documents
• Scheduled meetings with documented agendas
• Corporate emails from management

Formal channels ensure consistency in messaging. They create accountability and provide documentation for legal and administrative purposes.

Informal channels

Informal communication happens outside official structures. Day-to-day conversations, spontaneous discussions, and workplace gossip fall into this category. While lacking official sanction, informal channels often transmit information faster than formal ones. They also build relationships and trust among employees.

By direction of information flow

Communication flows in several directions within organizations:

Downward communication moves from managers to subordinates. Instructions, policies, and feedback travel through this channel. It remains the most traditional form of organizational communication.

Upward communication transmits information from lower levels to higher ones. Employee suggestions, progress reports, and grievances flow upward. Organizations that encourage upward communication typically experience higher employee satisfaction and reduced turnover^[2].

Lateral (horizontal) communication occurs between peers at the same organizational level. Teams coordinate activities, share resources, and solve problems through lateral channels. This type moves faster than vertical communication because it bypasses hierarchical layers.

Diagonal communication crosses both departmental and hierarchical boundaries. A junior engineer consulting with a senior marketing manager uses diagonal communication.

Channel richness theory

Richard Daft and Robert Lengel introduced the concept of media richness in 1984^[3]. Their theory ranks communication channels by their capacity to transmit complex information effectively.

Rich channels possess several characteristics:

• Immediate feedback capability
• Multiple cues including body language and tone
• Natural language rather than numbers alone
• Personal focus allowing customization

Face-to-face communication ranks highest in richness. Video conferencing follows closely. Email and written reports occupy the lower end of the spectrum. The theory suggests managers should match channel richness to message complexity. Ambiguous or emotionally charged messages require rich channels. Routine information can be transmitted through lean channels.

The Shannon-Weaver model

Shannon and Weaver's 1948 model identifies five components of communication^[1]:

1. Information source producing the message
2. Transmitter encoding the message into signals
3. Channel carrying the signals
4. Receiver decoding signals back into the message
5. Destination receiving the final message

The model also introduced the concept of noise. Physical interference, semantic misunderstanding, or psychological barriers can distort messages during transmission. Engineers at Bell Laboratories originally developed the model to improve telephone transmission. However, it was quickly adopted across disciplines including psychology, linguistics, and organizational behavior.

Modern communication channels

Digital technology has transformed available communication channels:

Traditional channels include face-to-face meetings, telephone calls, and printed documents. These remain important for relationship building and complex discussions.

Electronic channels encompass email, instant messaging, video conferencing, and collaboration platforms. Microsoft Teams, Slack, and Zoom became standard tools for distributed workforces. The COVID-19 pandemic accelerated adoption of these tools in 2020.

Social media channels serve both internal and external communication purposes. Companies use LinkedIn for professional networking and Twitter for customer engagement.

Selecting appropriate channels

Effective communicators consider several factors when choosing channels:

• Message complexity - Technical or sensitive information often requires rich channels
• Urgency - Time-sensitive messages need fast channels with confirmation capability
• Audience size - Mass communication requires broadcast channels while personal matters need private ones
• Documentation needs - Written channels create records for future reference
• Feedback requirements - Interactive discussions need synchronous channels

Research by Daft and Lengel demonstrated that managers who matched channel richness to task requirements performed better than those who did not^[3]. This finding has been replicated across industries and organizational types.

Barriers and noise

Several factors can impede effective channel function:

Physical barriers include poor audio quality, illegible handwriting, or network connectivity issues. Technical solutions usually address these problems.

Semantic barriers arise when sender and receiver assign different meanings to words or symbols. Industry jargon often creates semantic barriers when communicating with external audiences.

Psychological barriers such as distrust, anxiety, or information overload affect message reception. These barriers prove most difficult to overcome because they require addressing attitudes rather than systems.

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References

• Shannon, C.E. (1948). A Mathematical Theory of Communication. Bell System Technical Journal, 27(3), 379-423.
• Weaver, W. (1949). Recent contributions to the mathematical theory of communication. In C.E. Shannon & W. Weaver, The Mathematical Theory of Communication.
• Daft, R.L. & Lengel, R.H. (1984). Information richness: a new approach to managerial behavior and organizational design. Research in Organizational Behavior, 6, 191-233.
• French, J.R.P. & Raven, B. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in Social Power. Ann Arbor: Institute for Social Research.

Footnotes

1. Shannon, C.E. (1948). A Mathematical Theory of Communication. Bell System Technical Journal, 27(3), 379-423.
2. Tourish, D. (2005). Critical Upward Communication: Ten Commandments for Improving Strategy and Decision Making. Long Range Planning, 38(5), 485-503.
3. Daft, R.L. & Lengel, R.H. (1984). Information richness: a new approach to managerial behavior and organizational design. Research in Organizational Behavior, 6, 191-233.

Author: Slawomir Wawak