Letters.

Congratulations on the Jan.-Feb. issue of Communication World--the best ever (and I've been a reader for about 20 years). It's fantastic to see measurement in the spotlight. But I do have some concerns.

Sadly, many of the items portray communication as a series of programs, campaigns or projects. Communication is the transfer of meaning or understanding. It's about managing an overall process to develop the trusting relationships that enable this to happen.

The truth is buried in the issue in a few gems. Roger D'Aprix (p.7) says, "Communication is an all-pervasive process...." Tudor Williams and Ryan Williams (p.20) quote the IABC Research Foundation's "Excellence" study: "Excellent organisations build relationships through symmetrical communication. These relationships are built on satisfaction and based on trust." Mark Weiner (p.28) talks about "process capability." And Matt Gonring (p.37) says "internal communication has become an established discipline ..." and "the focus of the internal communication function has shifted from pursuing outputs to achieving outcomes...."

Although there is a strong focus on the need for communication to support business objectives, what is critical are measurable objectives for specific communication efforts. Too few communicators establish baseline measures as Wilma Mathews (p.9) recommends. And too few specify in measurable terms what they are trying to achieve with communication initiatives (e.g., improve awareness, knowledge, understanding, attitudes, skills or change behaviour). Measurement is pointless unless you know from where you are starting and where you wish to go.

Finally, there are some misconceptions (p.9) that should be addressed. Reputable researchers have correlational analysis techniques (e.g., factorial modelling, combining factor analysis and regression). And analysis can often be completed in one day. So understanding the impact of variables, including the impact of the CEO's personality, need not be "costly and time-consuming."

And the suggestion that "by the time you've finished measuring, your findings can almost be irrelevant" is no longer the case. There are many ways to measure with fast results: online surveys, response buttons on e-mails, quick focus groups (often with keypads linked to norms in a laptop), presentation exit polling, change project team member interviews, ongoing team evaluation and quick phone and paper surveys to a sample of employees. Even major communication audit results are now usually presented in days rather than weeks. Measurement can be quick and economical.

RODNEY GRAY

Employee Communications & Surveys

Sydney, Australia