How did your interpretation of the message change from one modality to the next?

The tone of the email was not strong enough to engage or provide Mark with the urgency of getting his missing piece of the report to another team member in order for her to complete her part of the project on time. In addition, in the email stating, “Let me know as soon as possible when you think you can get your report sent over to me” should have been written with more power and conviction. For example, Mark, I need to get your report by Noon today. Your report is a crucial part of the project, and if I do not receive your part of the report today, it will cause delays in the project and could cause a problem for our client, as well.

The voicemail message sounded as if she is begging Mark to cooperate with her and not the entire project team. It might be that Mark does not care about her completing the project on time or understand the timeline due date to complete the project. Her message should have conveyed to Mark the urgency of the team not completing the project on time because of his missing report.


F2F sound and looked playful, no seriousness conveyed in the request. In order to get and gain Mark attention and trust, the video should have shown credibility in the facial expressions and tone of voice.



What factors influenced how you perceived the message?

I think the factors that influenced my perception of what the message implied is how everyone took for granted that Mark understood what the message was conveying. In each of the scenarios, there should have been clear and concise direction for Mark to follow.  As well as follow-up messages, asking if he understood the message and the urgency of his part of the report are to the overall successful completion of the project.  It implies how easy it is for communication breakdown to occur.

What did you learn that would help you communicate more effectively with others in the future?

According to Conger (as cited in Portny, Mantel, Meredith, Shafer, Sutton, & Kramer, 2008), successful project manager must be skillful at persuading others if they want to meet the demands of the project. One thing Conger talks about are the four skills of powerful persuasion: (1) effective persuaders must be credible to those they are trying to persuade; (2) they must find goals held in common with those being persuaded; (3) they must use “vivid” language and compelling evidence; (4) they must connect with the emotions of those they are trying to persuade. (18)

Informing senior management about any lack of cooperation from team members is critical in order to resolve the problem or the project impasse. If this is done in a timely, honest, and proactive manner, it will build trust between the members. (Portny et al., 2008)


Portny, S. E., Mantel, S. J., Meredith, J. r., Shafer, S. M., & Sutton, M. M., &Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.