How would you interpret this message?
“You must not let inventory build up. You must monitor carrying costs and keep them under control. Ship any job lots of more than 25 to us at once.”
Bypassing involves the misunderstanding that occurs when the receiver completely misses the source’s intended meaning. Words mean different things to different people in different contexts. All that difference allows for both source and receiver to completely miss one another’s intended goal.
Did you understand the message in the example? Let’s find out. Jerry Sullivan, in his article Bypassing in Managerial Communication, relates the story of Mr. Sato, a manager from Japan who is new to the United States. The message came from his superiors at Kumitomo America, a firm involved with printing machinery for the publishing business in Japan. Mr. Sato delegated the instructions (in English as shown above) to Ms. Brady, who quickly identified there were three lots in excess of twenty-five and arranged for prompt shipment.
Six weeks later Mr. Sato received a second message:
“Why didn’t you do what we told you? Your quarterly inventory report indicates you are carrying 40 lots which you were supposed to ship to Japan. You must not violate our instructions.”
What’s the problem? As Sullivan relates, it is an example of one word, or set of words, having more than one meaning. According to Sullivan, in Japanese “more than x” includes the reference number twenty-five. In other words, Kumitomo wanted all lots with twenty-five or more to be shipped to Japan. Forty lots fit that description. Ms. Brady interpreted the words as written, but the cultural context had a direct impact on the meaning and outcome.
You might want to defend Ms. Brady and understand the interpretation, but the lesson remains clear. Moreover, cultural expectations differ not only internationally, but also on many different dimensions from regional to interpersonal.
Someone raised in a rural environment in the Pacific Northwest may have a very different interpretation of meaning from someone from New York City. Take, for example, the word “downtown.” To the rural resident, downtown refers to the center or urban area of any big city. To a New Yorker, however, downtown may be a direction, not a place. One can go uptown or downtown, but when asked, “Where are you from?” the answer may refer to a borough (“I grew up in Manhattan”) or a neighborhood (“I’m from the East Village”).
This example involves two individuals who differ by geography, but we can further subdivide between people raised in the same state from two regions, two people of the opposite sex, or two people from different generations. The combinations are endless, as are the possibilities for bypassing. While you might think you understand, requesting feedback and asking for confirmation and clarification can help ensure that you get the target meaning.
Sullivan also notes that in stressful situations we often think in terms of either/or relationships, failing to recognize the stress itself. This kind of thinking can contribute to source/receiver error. In business, he notes that managers often incorrectly assume communication is easier than it is, and fail to anticipate miscommunication.
As writers, we need to keep in mind that words are simply a means of communication, and that meanings are in people, not the words themselves. Knowing which words your audience understands and anticipating how they will interpret them will help you prevent bypassing.
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