Competency M

Working with the public as information professionals requires us to be effective communicators and demonstrate some form of leadership. It is not just the managers or executives who must be leaders, but every person in a position that provides information. The continued increase in collaboration with coworkers and across institutions makes it a necessity that even the lowest-level professional be able to lead a group or presentation, and consequently, the information professional must be able to effectively communicate with coworkers and community members. Communication is a critical trait for an information professional to possess. We are a gateway to information, and if we cannot effectively communicate with the patron and the community members, we fail at our job. In any manner of communication, be it oral or written, the need for clear and concise language cannot be understated.

Being a leader requires not just being good at something, but making those around you better as well. Translated into the LIS field, this means enabling your peers, coworkers, patrons and community members to be stronger and more able to achieve success in any given task. This can be achieved by sharing your knowledge, ensuring others are taking the opportunity to further expand their own knowledge and by properly communicating your intentions. The most important aspect of being a good leader is being a good communicator.

The earliest model of communication, and one that many other models are based on, is the 1949 Shannon-Weaver Data Transmission Model, which examines the process of communication and messages from one person to another. It used a telegram as an example, highlighting a linear model with 6 concepts: source (the person sending the message), encoder/transmitter (the medium which encodes the messages into signals), channel (the medium through which the signals are received, i.e. the internet or telephone line), noise (anything that may interrupt the message), decoder (where the signals are decoded and interpreted, i.e. another phone) and receiver (marking the end-point where the communication is received). While the model focused on communication, it has been identified as relating more to the flow of information. The model was criticized for its linear nature, and Al-Fedaghi states, "the model suggests that communication within a medium is frequently direct and unidirectional but in the real world of media, communication is almost never unidirectional and if often indirect" (2012, p. 12-13). Shannon later revised the model and added a feedback property, which allows for a response to the sender to close the communication loop, thus making the model cyclical instead of linear.

Oral Communication

Barnlund's Transactional Model of communication is adapted from the Shannon-Weaver model. Baskin and Bruno state that "with the aid of a model, he [Barnlund] succeeded in demonstrating the complex, dynamic nature of human communication" (2012, p. 67). The model proposes reciprocal communication, highlighting simultaneous engaging between individuals in sending and receiving messages. This is a continuous process, and feedback is constantly provided by both parties (businesstopia, 2018). This enforces the idea of listening to the person whom the conversation or communication is ongoing with, thus we must ensure we are properly listening. We need to listen to what the patrons are asking and what they want, not just hear what they are saying. If we do not have a clear understanding of their goals, we cannot begin to properly assist them. To ensure that we are properly listening, we must clarify anything that may be misunderstood and confirm what we have heard by asking the patron if we have properly understood them. This can be done subtly by simply rephrasing a question, for example, "you are looking for information about communications models? Ok, let's start by looking at...". Just as important is ensuring the individual asking the questions has enough time to properly ask what they want without interruption or feeling rushed.

Written Communication

Written communication follows a linear method of communication. In this model, the communication is one-way. The sender transmits a message to the receiver, and since there is no feedback mechanism requiring continuous exchange of information like in a conversation, the communication is concluded. This does not mean there won't be a response to the email or any back and forth, but the communication is not immediate and consists of multiple one-way communications. This method tends to be in many ways far easier for the information professional. This is due to the fact that editing can be conducted on written communications before they are sent. This applies to any medium of information on which it is necessary to write something down rather than say it. Imagine any email you may have written and sent. They are hardly ever sent on a first draft and are usually edited for clarity before being sent. Take this ePortfolio competency page as another example. I have revised the page and website many times to properly convey the information I want to present. Given the increase on reliance on written communication as the primary means of communication for many, it becomes increasingly important that the needs of the audience are anticipated since there is no opportunity for on-the-spot clarification. This is why being clear and concise is of the utmost importance. You need to know your audience in order to properly address their needs and concerns.