Since 1948, when it was first published by the two mathematicians, Claude Shannon and Warren Weaver, the Shannon-Weaver model has remained one of the dominant theories of communication. Senders [read managers] worry about reaching receivers [read stakeholders/audiences] and how they can get their message heard through the ‘noise’. The answer, according to Shannon-Weaver: Increase the volume!
Over 30 years ago, in conversation with then Prime Minister of Canada, Pierre Trudeau, Marshall McLuhan, argued that Shannon-Weaver’s thinking was flawed and that the model was a “transportation solution”. [see From Marshall and Me]
Too bad none of us were there to hear. The Shannon-Weaver theory and its underlying assumptions may be at the heart of much that is wrong with organizational communications – inside and out.
How would McLuhan’s insight change how you think about communications and what would that mean for how you/we:
- Design communications plans?
- Do communications? [what? when? where? how?]
- Measure success?
- Develop professionals? Managers and communication professionals?
- Organize communications functions?
I’d love to hear what you think.
Tags: Disciplined approach, Message control, Reaching the front lines, The profession, Transparency, Trust
