Overcoming an urge to slap his own forehead, Jesse realized that they'd wasted the past six weeks. Just to be sure, he asked, "Courtney, are you saying, for example, that the Tier 2 languages aren't needed until Q3 next year?"
"Yes. I don't know how to be clearer. No Tier 2 languages till Q3 next year." Courtney was cool on the outside, but really steamed inside. She looked across the table at Miguel, and nodding slightly, replayed in her mind what he'd said on the way over: "These guys are genetically incapable of delivering anything within a decade of the plan date."
"I see," Jesse continued. "When you said 'full compliance with the spec Rev 2.07,' we thought you meant 'full compliance with the entire spec Rev 2.07,' which included languages. Now I understand that you meant only 'full compliance with the networking spec Rev 2.07."
We can't control
what others do
with what we sayMix-ups like this cost real money. One small word — 'entire' vs. 'networking' — made all the difference. Here are some reasons why the receiver might not receive the message the sender sends:
- Wandering attention
- We get distracted, and don't listen carefully. Or sometimes, we don't feel the need to listen.
- We assume that our first interpretation is correct
- This can happen because we anticipate or have pre-set expectations. Sometimes receivers even "repair" the message they receive, because it makes no sense as received.
- Differences in usage
- Sender and receiver might use the language differently. Perhaps they're a different sex, or in a different profession, as Jesse and Courtney are, or have different native languages.
- Past associations
- Our personal history with concepts, people, procedures, or technologies can be misleading.
- Anticipated discounting or padding
- Receivers might discount estimates or promises, because of past experience with the sender or with others. Or senders, anticipating a discount, might inflate estimates or promises differently from the receiver's discount.
And sometimes we just make mistakes. It's all very frustrating, and tempers can flare.
Language is ambiguous. When we're stressed or hurrying to save time, we don't check carefully enough for unrecognized ambiguity. But we can reduce the effects of message mismatches if we keep two ideas in mind.
- We can't control what others do with what we say
- Once the words are out, it's up to the hearer (or reader) to interpret them. We'll feel better about unexpected interpretations if we give up the idea that we control how people interpret our words.
- Let others check it out
- When we hear, "Let me see if I've got this right," we sometimes feel as if our competence or integrity is in doubt. But if we can learn to interpret this as a simple verification of understanding, we gain a valuable tool for preventing misunderstanding.
And you can check it out, too. Whether you're receiving or sending, you can uncover message mismatches with examples, what-ifs, restatements, and even humor. Whenever you try, you'll almost surely uncover at least some tiny differences. The time to worry is when you don't. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
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- Nearly everyone complains that email is a time waster. Yet much of the problem results from our own
actions. Here's Part II of a little catalog of things we do that help waste our time.
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- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
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