The widespread adoption of electronic and voice messaging systems have further reduced the amount of face-to-face communication between Doers, making the development of trust even less likely. Why?
Doers are too often forced to build working relationships before they are given the opportunity to learn to trust one another. Both sides of the joint effort rely on voice and email because it allows them to communicate with several individuals simultaneously without having to bring them together in one location.
Low achievers and non performers prefer these impersonal methodologies, because they find indirect communication to be less threatening than a face-to-face encounter. But email and voice messages actually increase the likelihood of misunderstanding because they are highly subject to ambiguity and inconsistency; the building blocks of dysfunction.
How many times have you been frustrated in a meeting where each attendee waves a copy of an email, quotes what it says, notes what it obviously means, and then offers a different interpretation then intended by the sender?
Without the support of a person-to-person dialogue, non-verbal communications are subject to individual interpretation. Remember, in the midst of such confusion, it is difficult to clarify your intentions or state your expectations unless you have the opportunity to align your verbal and nonverbal communications.