If I had a dollar for every time I've heard this statement, I'd be independently wealthy: We need better communications. Everyone says it, everyone knows it, but hardly anyone does it. I think there are many reasons why this is so: different understandings of the term, mismanaged expectations, or unclear goals and objectives, to name a few. When you get right down to it, communications is a broad concept. There is the act of communicating, and there is the profession of communicating. Everyone communicates but not all are communicators, professional or otherwise. As a profession, communications is a broad field with many areas of specialized skills.

What communications isn't, is a band aid for organizational issues, lack of strategic direction or focus. When I am told by management or staff that better communications is the missing piece they feel is needed in order to be successful at X, Y, or Z, I know from experience that this is usually the sign of a larger issue or challenge that needs to be addressed, and then communicated. Here are a few common scenarios I hear often:

• Staff aren't excited or supportive of a new, positive initiative
• Board members seem disconnected from the workings of the organization
• Long-term volunteers or staff are becoming disinterested, and are leaving
• Despite an open door policy, no one comes forward to discuss concerns
• Media never cover happenings or news about the organization
• The organization isn't recognized in the community
• They (insert group here) don't understand our issues
• Donations are down and we think it's because we don't have a high enough profile
• Members aren't renewing and we don't know why

There are many valid reasons why any of the above situations occur. But most often, it is not a single cause that is the issue. So trying to solve one generally leads to another. Good communications, if done well, is integrated into the core of the organization and is consistent throughout all functions and activities. But the need never ends or is completed. Think of it as a series of decisions and interactions. Multiply it by the power of the individual and the perceptions, motivations and interests of each person and you can imagine why achieving communications nirvana is a continually moving target.

I fundamentally believe that all organizations need these pieces for each corner of the puzzle: a clearly articulated vision and strategic plan, realistic and meaningful goals that can be interpreted at the individual level by each person in the organization, a comprehensive and two-way internal communications program, and an annual communications plan that specifies both internal and external communications objectives and activities that directly support the organization's broader strategy. Only then can you begin to fill in the pieces.

A lot of time, energy and money is spent each year by organizations striving to strengthen their internal teams and therefore improve their performance. But is there such a thing as too much love?

Sadly, yes! Although it's been a few decades since Irving Janis first coined the groupthink concept,and it is one of many communication theories, there is still much to be learned from the essence of his original concept. It goes something like this: groupthink occurs when highly cohesive groups are pressured to make important or quality decisions; they desire unanimity above all and therefore do not consider alternatives, leading to faulty decision making.

Now, this is not to say you should be worried if you have a highly functioning group of team players who understand and are committed to your vision. Celebrate it! But you might want to watch for signs of groupthink and adjust your planning approaches accordingly.

Why does this matter? Because failing to examine alternatives or offering constructive criticisms, or not thoroughly gathering information means you are not getting the whole picture. And you might be missing out on the great ideas which often happen when obstacles become opportunities. Classic signs of groupthink are a feeling of invulnerability or superiority and the ability to rationalize poor decisions. Members hold back their thoughts in fear of upsetting the group. It's like peer pressure in reverse!

Here are some updated suggestions for combating groupthink in your organization:

• Ask each team member to critique suggestions and provide objections and doubts.
• Avoid expressing your opinion when assigning a task to a group.
• Assign several independent groups the task of working on the same problem.
• Use an independent peer review, a panel of objective experts to review your proposed plan.
• Appoint a devil's advocate whose job is to deconstruct and shoot holes in your plan.
• Divide into groups and discuss differences; report back to the larger group.
• Use the services of a professional facilitator.
• Hire outside help to guide your planning.
• And my personal favourite, have a "last chance" meeting to offer one final opportunity to choose another course of action.