Communication should be two-way and symmetrical, a real exchange of ideas, an equal dialogue, not a one-sided monologue focused on persuasion. The quality of communication is not determined by the multitude of means and tools used, nor by the use of state-of-the-art technologies.
In order for communication to fulfil its positive role, it is necessary, first of all, to be aware of its purpose. It is not so much about the purpose as the intention behind it. The goal of increasing employee engagement may have a different dimension if the original intention is to increase work efficiency, while it will have a different meaning for organisations that aim to increase employee self-awareness so that they are able to create a self-managing (turquoise) organisation.
Analysing the thought-emotion-action pattern, it is very easy to see that in order to achieve the desired effect, one must first take care of beliefs (to direct thoughts accordingly) and emotions (to develop a positive attitude). In the context of communication, this means that it is not so much about informing, instructing and giving guidelines, as it is about convincing about the rightness of certain decisions, putting them into a broader context and explaining what is not understood (thoughts) and creating a good atmosphere full of openness and trust (emotions).
Properly managed communication builds an atmosphere of trust and mutual friendliness, which, according to many studies, is one of the key factors in increasing employee motivation.