Communication: Theory, Strategy, and Professional Practice

What is communication?

Communication transcends the mere transfer of information. It is defined as a dynamic and complex process of constructing shared meanings. It is essential to approach it from a dual perspective: as an inherent human process, the basis of all social interaction, and as a strategic discipline, managed by professionals—such as Communications Directors (Dircom)—to achieve organizational goals.

A distinction is made between an instrumental view, which sees it as a tool for transmitting messages from point A to point B, and a constitutive view, which understands it as the process through which social realities, relationships, and identities are created and negotiated. For the professional, mastering both views is crucial.

What are the elements and how does the communication process work?

The classic model describes a linear process with key elements: sender (who encodes), receiver (who decodes), message (the content), channel (the medium), code (the system of signs, e.g., language), and context (the situation). However, this framework is an analytical simplification. Later models, such as the transactional model, offer a more accurate view: participants are simultaneously senders and receivers, jointly and continuously constructing meaning.

In this process, two elements are vital: feedback, which is the receiver's response and turns monologue into dialogue; and noise, which is not just physical interference (e.g., a loud sound), but also semantic (ambiguity in language) or psychological (prejudices, cognitive biases), which distorts the fidelity of the shared meaning.

What types of communication exist?

The classification of communication depends on the criteria used, and in practice, its types constantly overlap. A rigorous taxonomy includes:

• By channel: Verbal communication (oral and written), which is based on language, and non-verbal communication, which uses gestures, posture, facial expressions (kinesics), the use of space (proxemics), or qualities of the voice (paralinguistics).
• By number of participants: Intrapersonal (with oneself), interpersonal (between two people), group (in small teams), and mass (through media to a large and heterogeneous audience).
• By context: Organizational communication (internal and external, formal and informal), which is the field of action for the Communications Director, or intercultural communication, among others.

An integrated communication strategy must coherently manage all these types to build a solid narrative.

What distinguishes verbal from non-verbal communication?

Verbal communication is articulated through a structured and explicit code: language. Its main function is to transmit information, ideas, and concepts precisely. It is the "what" of the message. In contrast, non-verbal communication is more ambiguous, often unconscious, and multichannel. Its power lies in communicating the "how": it conveys emotions, attitudes, intentions, and defines the nature of the relationship between interlocutors.

Although Mehrabian's 7-38-55 rule (which attributes 55% of impact to non-verbal cues) is an oversimplification and only applicable to the expression of feelings, it highlights a fundamental truth: when the verbal and non-verbal channels conflict, we tend to give more credibility to the latter. For a leader, a designer, or a brand strategist, the conscious management of non-verbal communication is as important as verbal eloquence.

What are the barriers to communication and which are the most common?

A barrier to communication is any factor that distorts, blocks, or prevents the meaning intended by the sender from being accurately decoded by the receiver. Identifying them is the first step to overcoming them. The most relevant in the professional sphere are:

• Semantic barriers: These arise from a misinterpretation of the code. The use of technical jargon without explanation, ambiguities, or different cultural connotations can lead to misunderstandings.
• Psychological barriers: Related to the internal states of the participants. Prejudices, selective listening (hearing only what one wants to hear), stereotypes, or a defensive attitude distort interpretation.
• Organizational barriers: Specific to business structures. An excessively rigid hierarchy, information overload, a lack of formal channels, or a culture of secrecy are systemic barriers that a Communications Director must address.
• Physical barriers: Interferences in the environment, such as noise, distance, or failures in the technology used as a channel.

Why is effective communication essential in organizations?

Effective communication is not an accessory "soft skill" but a core strategic competency. Its importance lies in its ability to generate tangible results. At the organizational level, it allows for the alignment of teams with strategic objectives, facilitates coordination, and optimizes project execution. On a relational level, it is the tool for building and maintaining an organization's most valuable asset: trust. Transparent and empathetic communication fosters employee engagement and customer loyalty.

Furthermore, it is the pillar of crisis management, allowing for the mitigation of reputational damage, and the catalyst for innovation, by creating an environment of psychological safety where ideas can be debated and built upon collectively. Ultimately, effective communication is the vehicle through which leadership is exercised and a strong corporate culture is built.

What is assertive communication and why is it key in leadership?

Assertiveness is the balance between passive communication (not defending one's own rights) and aggressive communication (violating the rights of others). It is the ability to express thoughts, needs, and feelings clearly, directly, honestly, and respectfully. Being assertive means defending one's own position without needing to attack or belittle the other's, seeking mutually beneficial solutions.

For a leader, it is an indispensable competency. Assertiveness is crucial for giving constructive feedback, delegating tasks effectively, negotiating resources, and managing conflicts. An assertive leader fosters a climate of respect and openness, where team members feel safe to express their opinions, which enhances creativity and commitment. It is the foundation of communication that builds rather than destroys.

How do communication and branding interrelate?

Communication and branding do not merely interrelate; they are inseparable. Branding is, in essence, a long-term strategic communication process aimed at building and managing the meaning of a brand in the minds of its audiences. A brand is not a logo or a product, but a network of associations, perceptions, and expectations built through every communicative interaction.

Every element of the brand—from the naming and tone of voice (verbal communication) to the visual identity and user experience (non-verbal and behavioral communication)—constitutes a communicative act that must be managed coherently. The role of the Communications Director and the Brand Manager is to orchestrate these messages across all touchpoints to ensure that the brand promise is communicated consistently, relevantly, and distinctively, thereby building an intangible asset of immense value.