Trish felt they'd been waiting too long for the elevator, and there were now so many people waiting that the ride would be crowded. She turned to George. "Stairs?" He nodded and off they went.
In the empty stairwell, walking down the three floors to the coffee shop, George asked, "What do you think he meant by 'I hope everyone gets their projections in on time.'?"
"Probably Marigold was late again," Trish answered. "Or maybe Diamond. Somebody."
George grew concerned. "Yeah, there'll be real trouble for anybody who's late this time. How does it look for us?"
"Not good," Trish said. She stopped on the landing. "We'll have to rearrange things if we want to avoid trouble."
George and Trish are reordering priorities to avoid a problem that might exist, if they're parsing their director's words correctly. Maybe they're right, but their conclusion is based on their guess that the director is communicating indirectly, and that the real message is cloaked in innocent-sounding language.
causes problems that
increase costs, create
cause delaysThis kind of possibly unnecessary adjustment adds delays to our projects, costs to our operations, suspicion to the atmosphere, conflict to our relationships and stress to our lives. Indirectness can often be a tool in destructive conflict, and it can be dangerous even when its user means well. Here are some of the ways indirect communication can cause problems that increase costs and time to market.
- Muddying the message
- To make messages indirect, we often disguise them. For instance, we might want to say, "Jim, if your report is late again this week, we might lose funding for this project." To avoid confrontation, we might instead say, "I hope everyone gets their reports in on time." When we think we're receiving an indirect message, we often need additional information to be certain of the real message.
- Leaving room for the imagination
- When we receive ambiguous or incomplete information, we tend to make up what we don't know. By compelling people to guess, we enhance the risk that people might choose incorrect interpretations.
- Increased costs
- Because of the ambiguity of indirectness, recipients have choices. They might ignore a message thinking it wasn't intended for them; or they might miss it altogether; or they might interpret it in novel ways. All of these possibilities can increase costs through rework, unnecessary work, confusion, more and longer meetings, increased interpersonal and organizational conflict and delay.
- Setting expectations
- Once a pattern of indirectness is established, people expect ambiguity. They search for multiple meanings because they don't want to be surprised. And when they search, they find. This leads to what some call "over-interpretation" or "reading too much into it." Once people find alternate interpretations, they raise questions to resolve their confusion. And senders tend to view these questions with suspicion, which leads them to ever-increasing indirectness.
Indirectness might avoid conflict today, but it often spreads conflict tomorrow. A better approach is to resolve today's conflict, rather than avoiding it through indirectness. Still, indirectness does have its place, as we'll see next time. Top Next Issue
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
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components. But by accepting them, by anticipating what you can, and by applying Pareto's principle,
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But being in the second rank is pretty good, too, and we can learn how to do that.
- Brain Clutter
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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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- The Race to the South Pole: Lessons in Leadership
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.
Here's a date for this program:
- 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.
- 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.