In the last lesson, we looked at some of the situations that can occur in a given company that could lead to informational energy blockages with its communication channels. In this lesson, we'll look at some of the ways to remove those blockages. Similar to the way an acupuncturist would use needles or acupressure to restore the smooth flow of key energy in the human body. The first step in removing blockages is actually a two fold process. First, you should ensure the value and quality of the information flowing between teams departments and business functions. This requires that you audit all existing lines of communication between these groups to ensure that productive interactions are occurring.

That is, people and teams are communicating about important relevant issues that affect the business and they're interrelated activities for example our sales and marketing interacting and sharing information, or research and development and production, interacting and sharing information like they need to be, or other internal teams regularly meeting and discussing key issues that affect their activities. These are just a few examples. Next, it's important that you establish lines of communication where they do not exist. This means making sure the people and departments that need to be communicating on a regular basis are in fact doing so. So a formal channels of communication do not exist between sales and marketing. Those channels need to be established.

There are other proactive steps that leaders can take to remove informational energy blockages in communication channels. Let's take a look at some of those particular initiatives. blockages to informational energy can also be removed by instituting the following measures. For example, you can establish a knowledge university or other knowledge management initiative. This is involves establishing a formal database or repository of business intelligence and insights that provides employees with access to institutional intelligence and residents subject matter experts. You can also Institute reward and recognition programs.

This is to increase employee information sharing, while establishing disincentives for people in teams that fail to do so. And you should also identify and properly address harmful political situations. That is situations involving specific people that may be hampering organizational knowledge sharing, and internal communication. These situations might be present, for example, when so called silos exist in your company. Let's sum up the guidance in this lesson with three key takeaways. Influential energy blockages can be removed by assessing and refining the modes and patterns of communication between employees, teams and departments.

Removing blockages requires proactive steps that foster and reward Effective information sharing and knowledge transfer and informational energy is maximized. That is, it's unblocked when people receive the right types of information and intelligence they need when they need it. In general, from a content standpoint, it's essential that your internal communications continually focus on your company strategy, as well as its mission, vision and values. And that information is flowing in a strong two way fashion throughout the organization. This idea is really at the heart of the organizational acupuncture model, which we'll discuss in the next lesson.