or uninterested. Someone whose cultural norms differ from yours might be very surprised
by your interpretation.
Environmental factors such as seating arrangements or the conditions of the room can
also send intended or unintended messages. A person whose desk faces the doorway
demonstrates command of his or her physical space, while perhaps also conveying that
one should not come too close.
It is important for the receiver to be alert to these nonverbal aspects of communica-
tion. You should look for nonverbal cues as well as listen to the literal meaning of a
sender’s words. In particular, you should be aware of contradictions between the mes-
sages. The manager may say that she is free to talk to you about that raise you have
been seeking, but you may see nonverbal signals from her (such as looking at her watch)
that suggest that this is not the time to discuss the subject. It is not uncommon for peo-
ple to express one emotion verbally and another nonverbally. These contradictions
often suggest that actions speak louder (and more accurately) than words.
We should monitor body language with some care. For instance, while it is often
thought that individuals who cross their arms in front of their chests are showing resist-
ance to a message, they might also do this if they are feeling cold, regardless of their
reactions to a message.
Silence as Communication
Sherlock Holmes once solved a murder mystery based not on what happened but on
what didn’thappen. Holmes remarked to his assistant, Dr. Watson, about “the curious
incident of the dog in the nighttime.” Watson, surprised, responds, “But the dog did
nothing in the nighttime.” To which Holmes replied, “That was the curious incident.”
Holmes concluded the crime had to be committed by someone with whom the dog
was familiar because the watchdog did not bark.
The dog that did not bark in the night is often used as a metaphor for an event that
is significant by reason of its absence. That story is also an excellent illustration of the
importance of silence in communication.
Professors Craig Pinder of the University of Victoria and Karen Harlos of McGill
University have noted that silence—defined here as an absence of speech or noise—
generally has been ignored as a form of communication in organizational behaviour
because it represents inaction or nonbehaviour. But silence is not necessarily inaction. Nor
is it, as many believe, a failure to communicate. Silence can, in fact, be a powerful form
of communication.^37 It can mean someone is thinking or contemplating a response to
a question. It can mean a person is anxious and fearful of speaking. It can signal agree-
ment, dissent, frustration, or anger.
In terms of organizational behaviour, we can see several links between silence and
work-related behaviour. For instance, silence is a critical element of groupthink because
it implies agreement with the majority. It can be a way for employees to express dissat-
isfaction, as when they “suffer in silence.” It can be a sign that someone is upset, as when
a typically talkative person suddenly says nothing—“What’s the matter with him? Is he
all right?” It’s a powerful tool used by individuals to signal disfavour by shunning or
ignoring someone with “silent insults.” As well, it’s a crucial element of group decision
making, allowing individuals to think over and contemplate what others have said.
Failing to pay close attention to the silent portion of a conversation can result in
missing a vital part of the message. Astute communicators watch for gaps, pauses, and
hesitations. They hear and interpret silence. They treat pauses, for instance, as analo-
gous to a flashing yellow light at an intersection—they pay attention to what comes
next. Is the person thinking, deciding how to frame an answer? Is the person suffering
from communication apprehension? Sometimes the real message in a communication
is buried in the silence.
Chapter 6 Communication, Conflict, and Negotiation 197