Linear Interactive and Transactional Models of Communication Examples

Linear interactive and transactional models of communication. Three Types of Communication Models are Linear, Interactive, and Transactional.

Communication Models

Communication models refer to the conceptual frameworks or theories that explain the way of human communication. It also represents the entire communication process between the sender and the receiver. The communication model tries to answer the 5Ws and 1H questions regarding the communication process; for example, what is communication? Who is involved in this process? When does it happen? Where does it take place? Why does it occur? And finally, how does the communication happen?

Additionally, communication models contribute to the development of many other theories and models. For example, the communication models are the basis of the mediated communication technology adoption models.

Furthermore, communication models explain the elements of the communication process, for example, context, sender, receiver, encoding, decoding, channel, message, feedback, and noise. These are the components of communication that describe the entire process of communication. However, some communication models do not have all these elements or features. For example, the linear model of communication does not have feedback. The communication model also explains the factors that prevent effective communication, known as barriers or noise. Communication barriers or communication noises bar effective communication processes.

Linear Interactive and Transactional Models of Communication

Three Types of Communication Models are:

Linear Models of Communication
Interactive Models of Communication
Transactional Models of Communication

The three types of communication models are linear, interactive, and transactional. The examples of linear, interactive, and transactional communication models have been illustrated, including the established year and elements.

Linear Interactive and Transactional Models of Communication

1. Linear Models of Communication

The linear communication model is a one-way interaction where feedback is not present. Linear is the primary communication model, whereas the transactional model is formed based on the linear model. The sender communicates with the receiver without receiving feedback. It also represents the one-way process of communication.

Many scholars have established linear communication models, such as Aristotle’s, Shannon-Weaver’s, Lasswell’s, and Berlo’s SMCR Model of Communication.

Linear Model of Communication Example

Communication Models	Year
Aristotle’s Model of Communication.	300BC
Lasswell’s Model of Communication.	1948
Shannon-Weaver Model of Communication.	1949
Also, Berlo’s SMCR Model of Communication.	1960

List of Linear Models of Communication

2. Interactive Models of Communication

The interactive communication model refers to the two-way method of communication with feedback. However, feedback is not simultaneous, providing slow and indirect feedback. Sometimes, the communication can be linear if the receivers do not reply to the senders. The interactive model of communication indicates mediated and internet-based communication.

For example, Osgood-Schramm, Westley, and Maclean are interactive communication models.

Interactive Model of Communication Example

Two-Step Flow of Communication Model	1944
Osgood-Schramm Model of Communication	1954
Westley and Maclean’s Model of Communication	1957

List of Interactive Models of Communication

3. Transactional Models of Communication

The transitional communication model seems like a two-way communication process with immediate feedback. Simultaneous feedback is the essential component of the transitional models of communication. So, the communication process will not become transactional without feedback. The feedback is direct and very fast. The receiver is compelled to provide instant feedback. The major difference between the interactive and transactional models is indirect and direct feedback.

For example, Wilbur Schramm’s model of communication, Barnlund’s transactional model of communication, Dance’s Helical model of communication, and Eugene White’s communication model are transitional communication models.

Transactional Model of Communication Example

Eugene White’s Model of Communication	1960
Dance’s Helical Model of Communication	1967
Also, Barnlund’s Transactional Model	1970

List of Transactional Model of Communication

Examples of Three Types of Communication Models

Examples of linear, interactive, and transactional communication models are Aristotle’s Model of Communication, Lasswell’s Model of Communication, Shannon–Weaver’s Model of Communication, Berlo’s Model of Communication, Osgood-Schramm Model of Communication, Westley and Maclean’s Model of Communication, Barnlund’s Transactional Model, Eugene White’s Model, and also, Dance’s Helical Model of Communication.

Linear Models of Communication

1. Aristotle’s Model of Communication

Aristotle’s communication model refers to the communication model with the speaker, speech, occasion, audience, and effect elements. In 300 BC, Aristotle developed a linear communication model focusing mainly on the speaker and messages. Controversially, it is also known as the first model of communication. Aristotle’s communication model comprises five primary communication elements: speaker, speech, occasion, audience, and Effect. The speaker plays a crucial role in communication because the speaker sets the message to deliver. However, the speaker’s speech is a message that might depend on the occasion.

Aristotle's Linear Model of Communication — Aristotle’s Linear Model

For example, a political leader (speaker/sender) delivers a speech to persuade voters to vote for him. The political leader is the most crucial person who provides the message or information. The speech is the leader’s message to influence the voters to vote for him. The election is the occasion, and the speech or message of the speaker differs based on the event. Political leaders might not deliver the same kind of speech before and after the election. Finally, the effect refers to the level of motivation of the voters, whether they are motivated to vote for him or not.

2. Lasswell’s Model of Communication

Political scientist and professor Harold Lasswell introduced Lasswell’s communication model in 1948. It is a linear model of communication that also represents the style of one-way communication or interaction. Lasswell’s model explains the communication process by answering the following questions: who says what, in which channel to whom, and with what effect?

Lasswell's communication theory

Example of Lasswell’s Model of Communication

For example, the BBC News channel has broadcast news regarding the negative impact of social media in spreading fake and misleading information. It also shows how social media can affect people physically and mentally. Finally, they recommend some tips on how to stop spreading fake and disinformation via social media. Based on the set of questions outlined by Lasswell’s communication model and the example, firstly, the answer to “Who” is the BBC News Channel news presenter. Secondly, it says what indicates that people use social media to spread fake and misleading information. Thirdly, the answer to the “In which Channel” question means the BBC News Channel. Additionally, “To Whom” refers to the people watching this channel. Finally, with what effect does the awareness have?

3. Shannon and Weaver’s Model of Communication

Shannon-Weaver’s communication model was established by two American scholars, Shannon and Weaver, in 1949. The Shannon-Weaver model is called the mother of all communication models. Shannon and Weaver did not include feedback; therefore, it is a linear communication model. However, Norbert Weiner added Feedback to the model in response to the criticism. At first, this model was designed to articulate the technical communication process. Later, it was used to discuss all types of communication. The Shannon-Weaver model represents six essential communication elements: information source, transmitter, channel, receiver, destination, and noise source. This model does not represent feedback; therefore, it is a linear communication model. Later, this model was criticized by many other scholars for not having feedback. Feedback is vital in making the communication process more interactive and effective. However, Norbert Weiner added the Feedback element to the model.

Shannon–Weaver Model of Communication Example

Shannon and Weaver Model of Communication- — Shannon and Weaver Model

4. Berlo’s Model of Communication

Berlo’s Model of Communication is the SMCR model that includes the elements of Source-Message-Channel-Receiver. David Berlo developed the Source-Message-Channel-Receiver in 1960. It is also known as the David Berlo SMCR model of communication. However, Berlo invented this model based on the Shannon-Weaver communication model (1949). The four elements of David Berlo’s SMCR communication model are the source, message, channel, and receiver. Berlo focuses on both verbal and nonverbal communication elements to convey information.

David Berlo’s SMCR Model of Communication Example

Interactive Models of Communication

5. Two-Step Flow of Communication Model

The two-step flow of communication is a well-known interactive model of the mass communication field. The three veteran scholars Paul Lazarsfeld, Bernard Berelson, and Hazel Gaudet developed the two-step flow of communication model in 1944. It is not a linear communication model; instead, the two-step flow theory is an interactive model of communication. The media disseminates messages to opinion leaders who are the gatekeepers and convey the information to society and the community. There are multiple steps in this communication process; therefore, it is an interactive model of communication. The feedback exists in multi-step conversations.

Two-step Flow of Communication Theory

6. Osgood-Schramm Model of Communication

Osgood-Schramm Model provides a two-way form of communication. However, Wilbur Schramm adopted the concept from the theory of another scientist, Charles Egerton Osgood. Osgood proposed that the communication process is circular rather than linear. So, the person simultaneously plays a role as the sender and receiver of the message. The person receives the message and interprets it to provide feedback. Therefore, it is known as the Osgood-Schramm Model of communication.

The elements of the Osgood-Schramm Model are Interpreter, Encode, Decode, and Message.

Osgood-Schramm Model of Communication Example

7. Westley and Maclean Model of Communication

Westley and Maclean’s interactive communication model examines the communication process between sender and receiver. Bruce Westley and Malcolm S. MacLean Jr. established the model in 1957. Westley and Maclean’s communication model was adapted from Newcomb’s communication and Lewin’s change management model. It represents the two-way communication process, so feedback is subsisted in this model. It also explains interpersonal and mass communication. The feedback is indirect and slow in mass communication, whereas feedback is direct and fast in interpersonal communication. According to Westley and Maclean’s model, A represents the sender, B represents the receiver, and C represents mass media. The interactive communication process is more effective than linear communication.

Transactional Models of Communication

8. Eugene White’s Model of Communication

There are eight stages of the oral communication process: thinking, symbolizing, expressing, transmitting, receiving, decoding, feedback, also monitoring. So, communication is a sequential interaction process; however, it cannot determine the receiver’s active role in the continuous communication process.

Eugene White’s Model of Communication

9. Dance’s Helical Model of Communication

In 1967, Frank Dance introduced the transactional communication model called the Helical communication model. The author initially named Dance’s Helix communication model. Frank Dance used helix to develop the complex communication process model. The word helical comes from the helix, meaning spiral staircase. Communication gets more extended when it grows like a helix. Communication is an evolutionary and dynamic process with feedback.

Dance's Helical Model of Communication

Any communication starts from a small circle when the communicators share little information about themselves. Communication expands boundaries when people share more personal information. Finally, the relationship grows gradually to reach the top level.

10. Barnlund’s Transactional Model

In 1970, Dean Barnlund introduced the transactional communication model. The author formed this model based on public, private, and behavioral cues. Barnlund’s transactional model refers to the multi-layered communication process with feedback. The sender and receiver exchange their role for effective communication; therefore, the sending and receiving of messages occur reciprocally between sender and receiver. The eight elements of Barnlund’s communication model are person, encoding, decoding, public cues, private cues, verbal, behavioral cues, nonverbal cues, and message.

Barnlund’s Transactional Model of Communication-linear interactive and transactional model — Barnlund’s Transactional Communication Model

Importance of Models of Communication

Communication models are essential tools for understanding communication processes. It presents detailed information regarding the communication process and illustrates the flow of information. Therefore, they have a tremendous positive impact on the research by introducing many conceptual frameworks of communication processes. Additionally, the model introduces the elements of the communication process. Furthermore, the communication model provides tips on how communicators can communicate effectively. They represent the barrier or noise that obstructs the process of communication. They also explain the complexities of the communication system. Finally, these 3 types of communication models propose improving the communication process to avoid conflict.

Linear Interactive and Transactional Models of Communication

1. Linear Model: The linear communication model simplifies the process into a one-way flow from sender to receiver. Here, the sender encodes a message, which is then transmitted through a channel to the receiver, who decodes it. Feedback is minimal, it is not present at all, and there’s little room for interaction or dialogue. This model is akin to a broadcast, where information is sent without much expectation of response or engagement.

2. Interactive Model: The interactive model introduces feedback and two-way interaction by expanding upon the linear model. It acknowledges that communication is a dynamic process involving encoding, decoding, and response from both parties. Feedback becomes essential for clarification, validation, and adjustment of messages. Communication is viewed as a reciprocal exchange, allowing for engagement and dialogue between sender and receiver.

3. Transactional Model: The transactional model sees communication as a complex, ongoing process influenced by various factors. Here, communication is simultaneous, with both parties acting as sender and receiver. Messages are not merely transmitted but co-created through interaction and negotiation. Context, culture, and personal experiences shape the meaning of messages, which are subject to interpretation and reinterpretation based on the perspectives of both parties.

Conclusion

In conclusion, the most common linear interactive and transactional communication models are Aristotle’s Model, Shannon-Weaver Model, Lasswell’s Model, Berlo’s SMCR Model, Osgood-Schramm Model, Westley and Maclean’s Model, Wilbur Schramm model, Barnlund’s Transactional Model, Dance’s Helical Model, and Eugene White’s Model of Communication. The 3 types of communication models are linear, interactive, and transactional.

These models provide different perspectives on how communication occurs, from the linear transmission of information to the interactive exchange of meaning and the transactional co-creation of messages. Each model offers insights into the dynamics of communication and highlights the importance of feedback, interaction, and context in the process.

Citation For This Article (APA 7th Edition)

Kobiruzzaman, M. M. (2025). Linear Interactive and Transactional Models of Communication. Newsmoor. https://newsmoor.com/3-types-of-communication-models-linear-interactive-transactional/

5 Gap Model of Service Quality With Examples

5 Gap Model of Service Quality With Examples. Gaps Model. Service Quality Gap Model Example. Gap Model of Customer Satisfaction.

Gap Model of Service Quality

The gap model of service quality refers to the five gaps model that describes gaps in service quality of the organization’s customer experiences and service quality. In 1985, four scholars, A. Parasuraman, Valarie Zeithaml, and Leonard L. Berry, introduced the gap model of service quality in the Journal of Marketing manuscript titled “A Conceptual Model of Service Quality and Its Implications for Further Research.” It is also known as the service quality gap model.

This model articulates the gap between customers’ expectations and the organization’s service. It assists service-providing companies in identifying customer satisfaction in different stages of the service delivery process. The service quality will be high when the customers’ perception meets the expectations, but the quality is low when the customer’s perception cannot meet the expectations. The five-gap model of service quality ensures the organization’s total quality management thoroughly.

Servqual Gap Model

SERVQUAL model evaluates the gaps between clients’ expectations and perceptions of service quality with five major service dimensions: reliability, assurance, tangibles, empathy, and responsiveness. The Servqual model of service quality assesses the customers’ expectations and perceptions; therefore, many scholars call it the Servqual gap model. Hence, many service-providing companies utilize the gaps model to identify and improve clients’ satisfaction. The Servqual gap model or the five gap model of service quality represents a customer-satisfaction framework. However, the Survqual model is also known as the five service quality dimensions.

5 Gap Model of Service Quality

The 5 Gaps in Service Quality are

Knowledge Gap
Policy Gap
Communication Gap
Delivery Gap
Customer Gap

5 Gap Model of Service Quality With Examples

Gap- 1. Knowledge Gap

The knowledge gap in service quality refers to the gap between customers’ expectations of the company and its action of providing that service. It identifies what customers want from the industry and what the company typically offers to the customers. This gap can grow if management doesn’t thoroughly focus on the customer’s expectations.

Many reasons can increase the knowledge gap, for example:

Firstly, the knowledge gap in service quality increases when the industry does not carefully focus on what customers expect. Secondly, the knowledge gap increases due to a lack of upward communication and customer interaction. Thirdly, the preliminary market analysis also raises the knowledge gap.

The additional reasons for increasing the knowledge gap:

Less focus on relationships.
Failure to understand customer complaints.
Lack of interaction between management and customers.

Knowledge Gap in Service Quality Example-1

The user of Netflix wants to see the upcoming movie trailers on Netflix’s official website. However, Netflix shows only the movie list on the site without knowing the customer’s expectations. Netflix would suffer this knowledge gap if it did not provide upcoming movie trailers on the site. Netflix’s organizational management fulfills the gap between customer perception and expectation to achieve competitive advantages.

Knowledge Gap in Service Quality Example-2

Consider a hotel chain that prides itself on offering exceptional customer service. The management team conducts regular customer satisfaction surveys to gauge guests’ perceptions of their stay. However, despite consistently receiving positive feedback on staff friendliness and cleanliness, the surveys reveal a recurring complaint about slow response times to guest requests.

Upon further investigation, the management team discovers a knowledge gap between guests’ expectations and the organization’s understanding of those expectations. While the hotel staff is trained to prioritize tasks based on urgency, they may not be fully aware of guests’ specific expectations regarding response times for requests such as room service, housekeeping, or maintenance.

Gap 2: Policy Gap

The policy gap is the difference between management perceptions of customer needs and the translation of those perceptions into service delivery policies and standards. This policy gap appears because of the dissimilarity between what the customer wants and what management provides for the customers.

Many reasons can grow the policy gap, for instance:

Firstly, the policy gap in service quality rises when the company is not committed to providing quality services. Secondly, the lack of task standardization extends the policy gap. Moreover, the lack of goal setting raises this gap.

The additional reasons for increasing the policy gap:

Shortness of customer service standards.
Inadequately described service levels.
Failure to continually update service level standards.

Policy Gap in Service Quality Example- 1

Netflix will suffer from a policy gap if it uploads the upcoming movie trailers after releasing the movie. People want to watch the movie trailer before releasing the film. Netflix should be more responsive to the customers and commit to uploading the film trailer soon.

Policy Gap in Service Quality Example- 2

For example, a telecommunications company that advertises 24/7 customer support to assist subscribers with any service-related issues. The company’s policy dictates that customers should be able to reach a live representative at any time, regardless of the day or hour. However, upon closer examination, it becomes evident that there is a policy gap between what is promised and what is delivered.

Customers frequently report difficulties in reaching a live representative outside of standard business hours. Despite the company’s policy of round-the-clock support, they often encounter long wait times, automated messages directing them to visit the website or call back later, or even outright unavailability of customer service agents during evenings and weekends.

To address this policy gap and improve service quality, the telecommunications company implements the following measures:

Staffing Adjustments: The company hires additional customer service representatives to cover peak call times, including evenings, weekends, and holidays. This ensures that there are enough agents available to handle customer inquiries promptly.
Technology Upgrades: The company invests in advanced call center technology, such as interactive voice response (IVR) systems and chatbots, to handle routine inquiries and provide basic assistance outside of regular business hours. This helps reduce wait times and improve the overall customer experience.
Training and Empowerment: The company provides comprehensive training to customer service representatives on effective communication, problem-solving, and conflict-resolution techniques. Agents are empowered to resolve issues quickly and efficiently, even during non-standard hours.
Monitoring and Feedback: The company implements systems to monitor call volume, wait times, and customer satisfaction levels in real time. Management regularly reviews this data to identify trends, address bottlenecks, and make continuous improvements to service delivery.

By closing the policy gap between its stated commitment to 24/7 customer support and the actual provision of that support, the telecommunications company can enhance service quality, build customer loyalty, and maintain a competitive edge in the market. This example underscores the importance of aligning organizational policies with customer expectations to deliver consistent and reliable service.

Gap 3: Delivery Gap in Service Quality

The delivery gap is the dissimilarity between the standard of the company’s service delivery policies and the service’s actual delivery. The delivery gap in service quality arises when the company cannot maintain the standard of products and services provided to customers. This gap may occur because of the communication gap, poor technology, and inappropriate supervisory on productions in the industry.

This gap occurs because of many reasons in the industry, for example;

Firstly, the lack of teamwork to deliver services or products triggers an increasing delivery gap. Secondly, the employee’s lack of knowledge about the product or service grows the delivery gap. Thirdly, insufficient human resources extend this gap.

The additional reasons for increasing the policy gap:

Role ambiguity and role conflict are unsure of your remit and how it fits others.
Poor employee or technology fit – is the wrong person or system for the job.
Inappropriate supervisory control or lack of perceived control – too much or too little control.

Delivery Gap in Service Quality Example-1

Netflix may experience this gap if it uploads a lower video-quality film. Customers prefer to watch movies with high-quality regulations like HDR. However, Netflix streams films with 4K at 2160p, which reduces the delivery gap.

The Following Example Has Been Adapted From ChatGPT 3.5

Delivery Gap in Service Quality Example-2

A delivery gap in service quality occurs when the actual service delivered to customers falls short of what was promised or expected.

For example, you order a package online and the estimated delivery time provided by the company is two days. However, the package doesn’t arrive until four days later. In this scenario:

Expected Service: The company promised a two-day delivery service.
Perceived Service: You perceive the service as poor because it took four days instead of two.
Delivery Gap: The difference between the promised two-day delivery and the actual four-day delivery represents the delivery gap in service quality.

Factors contributing to this delivery gap could include logistical issues, delays in processing orders, or inefficient delivery routes. Such gaps can lead to customer dissatisfaction, reduced loyalty, and negative word-of-mouth.

Gap 4: Communication Gap

The communication gap refers to the difference between what the company advertises about the products and what the customer delivers. It occurs when the company cannot provide services or products according to the commitment. It is an essential dimension to maintain because it may lead to customer disappointment. The employees have to ensure an effective communication process is inevitable to reduce the communication gap in service quality.

This communication gap occurs for many reasons in the industry, including;

Over-commitment.
Lack of integration between communication and production department.
Inadequate communications between the advertising teams and the operations department.

Example of Communication Gap in Se

Netflix may suffer this gap if it cannot telecast the HDR video it promised to offer. So, Netflix should not commit to customers if they cannot stream HDR video on the site.

Example Adapted From ChatGPT 3.5

Communication Gap in Service Quality Example

A communication gap in service quality occurs when there’s a disconnect or breakdown in communication between the service provider and the customer, leading to misunderstandings, unmet expectations, or dissatisfaction.

For example, you visit a restaurant and inquire about the ingredients of a dish because you have food allergies. The server assures you that the dish is free of certain allergens. However, when the dish arrives, you notice one of the allergens listed in the ingredients.

In this scenario:

Expected Communication: You expected accurate and clear information about the dish’s ingredients to ensure it’s safe for you to consume.
Perceived Communication: The information provided by the server was incorrect or incomplete, leading to a misunderstanding.
Communication Gap: The disparity between what you were told by the server and the actual ingredients of the dish represents the communication gap in service quality.

Factors contributing to this communication gap could include a lack of training for staff on ingredient awareness, miscommunication between kitchen and service staff, or inadequate systems for conveying accurate information to customers. Communication gaps like this can erode trust, lead to customer frustration, and harm the reputation of the service provider.

Gap 5: Customer Gap in Service Quality

The customer gap is the difference between customer expectations and perceptions of the service. This customer gap might appear if customers cannot understand the importance of the services and products.

In sum, the customer gap in service quality refers to the difference between customer expectations and perceptions of the service provided. It highlights how customers’ perceived service quality may deviate from their expected service quality. The customer gap also arises when clients misunderstand the service quality. Many organizations are unaware of this gap, losing many customers overnight.

Example of Customer Gap Adopted From ChatGPT

Customer Gap in Service Quality Example

For instance, you book a hotel room for a weekend getaway. Before booking, you expect the hotel to provide clean rooms, friendly staff, and efficient service based on their website information and reviews. However, upon arrival, you find the room to be dusty, the staff indifferent, and the service slow.

In this scenario:

Expected Service: You expected a clean room, friendly staff, and efficient service based on the information provided by the hotel.
Perceived Service: The experience of finding a dusty room, encountering indifferent staff, and experiencing slow service.
Customer Gap: The difference between your expectations and perceptions represents the customer gap in service quality.

Factors contributing to this customer gap could include misaligned expectations due to misleading advertising, inconsistent service delivery, or failure to meet basic customer needs. Addressing this gap involves understanding and managing customer expectations, ensuring consistent service delivery, and actively seeking feedback to improve the customer experience.

Conclusion

The five gaps in service quality are Knowledge, Policy, Communication, Delivery, and Customer. The five gaps model of service quality is known as the gap model. The gap model of service quality analyzes gaps and problems between organizations and their customers. Customer gratification will come out if the industry adopts the gap model diagram, which is a significant factor for continual improvement as well as the business. Therefore, the service provides industries like hospitals, hotels, restaurants, entertainment & recreational companies, and education consultants and tourism agencies focus more on the gap model to improve customer satisfaction.