Organizational communication may present a serious problem in the process of policy implementation due to several reasons. First of all, the lower echelons of an organization or a target group may have specialized knowledge that is often neglected by officials. It is a rare situation that communication flows both ways. To ensure the success of policy implementation, it is vital to have understanding, that leads to action, of what people want, know, support, and resist.
Secondly, the success of policy implementation is dependent on whether the vision of officials is consistent with that of a target group. The policy itself might be corrupted or misrepresented in the process of disseminating, which makes the clarity of communicated ideas the keystone element of success. It means that policy should not be conveyed only in a written form. Any policy or any other regulatory norm is targeted at people who are different in their abilities to perceive information. Almost always neglected, the way how a policy is conveyed often determines the success of its implementation. To improve the communication between officials and target groups, a mix of written, audio, and video materials should be used. It would be beneficial to use media and the Internet to keep target groups informed about the stages of implementation and updates.
Personal antipathies make one more way in which organizational communication might present barriers to successful policy implementation. An atmosphere of antagonism and hostility between the participants may cause the delay of implementation and, at the extreme, to its abandonment. Lack of trust between the key figures might lead to a financial shortage, which, of course, can seriously affect anticipated results. Therefore, active support from target groups is an important part of communicational success.