John E. Flaherty explored the mind set of Peter Drucker, one of the biggest influences on modern management. In his book, Peter Drucker: Shaping the Managerial Mind, Flaherty shares many of Drucker’s thoughts, including the importance of evaluating the impact of perception on communication process:
Perception is limited to what the recipient is capable of receiving.
A person needs a mental vision of the individual he or she is trying to influence.
Figures are often more compelling than the power of reasoning.
The more information is increased, the greater the need to grasp perceptual reality by constantly redefining incomplete messages.
The quest for certainty is wrong; start off with what should be conveyed in order to make sense.
Communication and information are different and indeed largely opposite- yet interdependent. Whereas communication is perception, information is logic.
The most dangerous illusion of all is to think that the recipient has only one role and one reality.
The focus should not be on what you consider important but on what the recipient consider important.
Don’t try to find out why a person is wrong, but attempt to find out what he is trying to say; he might be right, who knows?
Perception is multidimensional, but people still see only one of these dimensions at a time.
Perception is limited by physiological factors: for example, the eye and the ear have different capabilities.
You can’t cram a great deal of material in to a voice channel. In a good speech one gets one good idea across.
Accepts the fact that other people say things differently.
Hearing is natural: listening must be learned by making sense of what we hear.
People have to receive communication and it™s up to them; the sender has no control over it.
Information presupposes communication.
The assumption that what is obvious to you is also obvious to every else is a mistake.
Perception is experience. This means that one always perceive configuration. One cannot perceive singular specifics. They always became part of total picture.
Difficulty in communicating can often be overcome by changing not what we say but how we say it.
The fewer the data needed, the better the information.