Week Two: The Communications Audit
This week's lesson focused on an introductory overview of the communications audit. A communications audit is an evaluation of any type of communication - the exchange of information or messages. Usually an evaluation, or audit, is conducted to find the source of a problem(s), but audits can also provide overviews to new managers who want to better understand an organization or to investors looking for ways to improve efficiency. Because an audit can have multiple purposes, it is important to begin by clarifying the reason(s) for the audit. There are three primary reasons to conduct a communications audit: 1) to report on what is going on now; 2) to determine the source of a problem; or 3) to improve efficiency or effectiveness. The reason behind an audit is going to impact what research, or data collection, methods are used as well as how the data is presented. Some research methodologies commonly used for communications audits are: 1) a questionnaire or interview; 2) an experiment or test; or 3) an observational report. Oftentimes, a good audit will combine several methodologies to provide a detailed investigation of a single purpose.
Here is a steb-by-step checklist to keep in mind as you design your own communications audit:
One great way of collecting data is by using a flowchart. A flowchart is a schematic, visual representation of a process, in this case the process of communicating a message. Here is a sample flowchart of the State of the Union address:
You probably still have many questions about how to complete a communication audit. Don't worry! We will practice as a class, and you will have several chances to share your audit ideas in class workshops.
Here are a few websites to get you started:
Strategic Communications Audits by Julia Coffman for the Communications Consortium Media Center
Comparison of Communication Audit Questionnaires by Professor W. Robert Sampson, Ph.D. of the University of Wisconsin
Communications Audits Overview by Guidestar
What is a flowchart? from SmartDraw
Flowchart graphics from Enchanted Learning
- JOURNAL 2 -
Now, it's time to practice what you've learned about the communications audit. Add a comment to this posting that describes the flow of any communication. You will have to describe the flow, rather than drawing a chart. Next, critique the flow by noting any problems or miscommunications that occurred.
posted by Jen at Wednesday, February 01, 2006
10 Comments:
bevy said...
#2 Journal/class blog entry: (flow chart of a communication)
You have now entered a Women's Health Clinic. The first person that the patient communicates with is the receptionist (let's call the pt Ms. Doe). Ms. Doe is very upset about some health issues but before she shares them with the receptionist she approaches the receptionist with an attitude. my job is to audit and critique the response and actions of the receptionist. Following is a written out flow chart of this event.
1. Ms. Doe approaches the receptionist with a negative attitude.
2. Is Ms. Doe's attitude nasty towards the receptionist? Yes.
3. Does the receptionist react to Ms. Doe negatively? No.She takes another approach.
4. Does receptionist maintain a cordial disposition in order to difuse a potential argument? Yes.
The result: due to the calm embiance created by the receptionist as well as expressing empathy towards Ms. Doe, Ms. Doe began to feel comfortable enough to express her health concerns which allowed the receptionist to better serve Ms. Doe.
February 03, 2006 12:02 AM
stephanie Said....
#journal/class blog entry;(flow chart of communication).
the supevisor came to work told the night staff she needed two people to stay for overtime on daytour. my co-worker and i volunteered. the supervisor gave me my assignment by yelling from her desk. my co-worker did not get her assignment she believed her overtime was canceled and went home.
communication problem:
1. The supervisor should have not yelled out the overtime assignment to one staff from her desk. it was unprofessional.
2. The supervisor should have notified both staff seperately about their overtime.
3. The supervisor should have called the staff to her desk and gave them their assignments.
4. my co-worker should have not signed out from work,before asking the supervisor about her overtime.
The commuciation problem between my co-worker and supervisor was solved by the supervisor going into the employee's records and obtaining my co-workers telephone number and calling her at home. she returned back to the worksite for her overtime. they say the only mistake you make is when you do not correct it. The commuuication problem was solved by a phone call this time. somtimes we need to used a little CPR with one another in our work envirorment the means curiosity, professonal, respect.
February 07, 2006 11:21 PM
Bessie said,
Crossing Guard Jane Doe was told by supervisor that she would not be working for the summer, because the sergeant did not want her to work.
1. Crossing Guards are chosen by seniority to work in the summer not by the sergeant.
2. Jane Doe observe another crossing guard on her post and informs the union.
3. Union informs the sergeant at 109th precinct that if Jane Doe do not work for the summer the union will file a grievance.
4. Jane Doe is given her job for the summer.
The sergeant have no authority to decide who works for the summer without following rules and regulations. If Jane Doe had not spoken up he would have taken her job away for the summer.
February 08, 2006 10:47 AM
melissa said
What happen on the day Sue was out and Tom had to do her work.
1. Tom started out his day like everyday
2. Tom was not told Sue would be out of the office and continued to do his work.
3. So Sue’s work went unattended.
4. Tom supervisor call him at 12:00pm to ask him why Su work was not done.
5. Tom replies that none told him Sue was out and that her work needed to complete by today.
6. So Tom did her work but was very upset the whole day since he had to work late to catch up.
The communication problem is Tom should have been notified by his supervisor or Sue that she would not be in the next day. If she was out sick than she could have had the curtsey to call Tom at work and let him know of the problem since he was her back up person.
February 08, 2006 5:54 PM
Journal #2 - Flow Chart
Mr. Smith, a 39-year-old executive recently had surgery to reconstruct his ligament, which he tore while skiing. At the fourth follow-up visit to his orthopedist, Dr. Frank, Mr. Smith explained how surprised he was at the expense of his care: $18,600. He broke down this figure: $10,000 for surgery itself, $1,100 for the two-night hospital stay6, $1,300 for MRI scan, $600 for six office visits, $3,250 for his missed days of work and $2,250 for his wife’s missed days of work, not to mention the cost of physical therapy. Dr. Frank began to analyze the process and ponder how he and his staff could make a reconstruction faster, cheaper and more satisfying to his patients.
These are five different components that have a major role in Mr. Smith’s health care: Mr. Smith himself, Dr. Frank and his office staff, the hospital, the radiology department and the physical therapy department. These components must be coordinated, have common aim, and communicate in order to work as an effective system of care.
· What is Mr. Smith’s goal? He wants to receive care that is low cost, convenient and medically successful.
· What is Mr. Frank’s goal? Dr. Frank’s goal was to repair the tore ligament. However, upon realizing the excessive cost and unnecessary inconvenience of the care he provides, Dr. Frank added low cost and convenience to his initial goal.
· What would be the optimal outcome? The goal should be to repair and rehabilitate the torn ligament successfully in a manner that is low cost and convenient for the patient.
· Besides Dr. Frank, who else plays a role in Mr. Smith’s health care? Mr. Smith, the physical therapist, the radiology department, the receptionist, the postoperative lab group and the anesthesia department, to name a few.
· What is the major avoidable cost in this process? Realizing that missed days of work are the largest non-medical expense, Dr. Frank decided to target this area first. He coordinated with the radiology department to ensure that every MRI scan is given on the same day as the patient’s office appointment. This avoids another trip to the hospital and a missed day of work. Dr. Frank replaced the last of the six postoperative visits with two telephone consults to save both the patient and his escort (since he cannot drive) missed days of work. When Dr. Frank consulted with his colleagues, he found that the number of follow-up could be performed over the phone. Dr. Frank was also able to work with the physical therapists, who began to educate patients before surgery when they could still ambulate. This was a radical change in the delivery of physical therapy, teaching patients how to walk on crutches and perform a number exercises when they are mobile and not distracted by pain or limited by the trauma of the surgery. These changes would have saved Mr. Smith over $2,00 and significantly improved his satisfaction with the entire process. And since Dr. Frank performs this type of surgery hundreds of times each year, he could save his patients more than half a million dollars.
Dr. Frank’s changes show the importance of considering indirect costs that directly affect the patient’s satisfaction with the care provided. When working in a health care environment, it is crucial to understand that the physician is not the only component in the system. Every other component, from the admissions department to the operating room, is essential to the delivery of health care. Therefore, they must interact, maintain effective lines of communication, and preserve a common goal to ensure the optimal care of the patient.
February 09, 2006 3:11 PM
When using a flowchart to depict or describe a communication, it is important to think of the actual communication as one of many possible communications. Of course, we don't want to go overboard by plotting every single decision that could happen, but we do want to focus on the most important decisions and how they impacted the communication. Think about it as a video game, where the player chooses different paths. The communication flows along the chosen path, but it could have been different. This way of thinking can indicate where communication problems occurred and how they could have been avoided.
February 12, 2006 3:45 PM
Typical work day at NYCHA:
Robert comes to work, not knowing that his supervisor has spoken to his co-worker and asked if he would relay a message to him, that he is to report to work in the field that followint afternoon.
Howard the co-worker which the supervisor left the message with did not reprot to work nor did he write down the message to give to Robert.
When the supervisor arrives into the office from conducting field visits she then askes Robert"Why weren't you at Compos this afternoon? I left a message with Howard for you to report to the site.
Robert informs his supivisor the Howard did not come into the office nore did he leave him a written message written or by e-mail.
When Howard comes in the next day the supervisor asks if he relayed the message to Robert at all. He says yes I e-mailed him. Howard not knowing the she spoke to Robert the day before tells her this. When she asked him to show her the e-mail he said that he deleated it from his hard dirve.
The supervisor then goes over to Robert to find out the no e-mail was sent.
How should she handle this?:
1- Give Howard a verble warnig
2- Write him up for not realaying the message
3- Bring him up on charges for falsely saying the message was delivered
Tonya Woodruff
May 10, 2006 8:27 PM
You have walked into the office Cullen and Dykman and you come across the two receptionist who are seated in the front. One of the receptionist is helping a client who has a closing and the other receptionist is on the phone. You are waiting to speak to one of them about who can help you with stopping the foreclosure on your home. It is a busy day in the office and you as the client are aggravated because you have a matter of time before your home is auction off. You are not realizing that you had three months to take care of this situation. So once one of receptionist are free the gentleman brings arguing with the woman behind the desk. She tells him that she does not know anything about his home. He has to speak to the bank who he has the mortagage with. We only represent the bank. Maureen
May 24, 2006 2:50 PM
Thanks for sharing that valuable post. I really enjoy your post.Great post. Keep it up.Internal Audit
Fixed Assets Audit | Inventory Audit
May 21, 2018 5:22 AM
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July 26, 2018 8:01 AM
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