Much collaboration today takes place between people who are unable to converse freely or conveniently. Because people are so busy, and so often separated by multiple time zones, the time required for a response to a question can be very frustrating. This is the long-loop conversational environment. Even a simple question can yield only another question in response. For instance, the first response to "When do you think you'll finish planting the rose bed?" might be, "Which rose bed do you mean?"
The trouble arises because the customary patterns of real time conversation are incompatible with the long-loop environment. Here are some effective tactics for asking questions in the long-loop environment.
- Be ridiculously specific
- Specificity reduces the likelihood that the responder will need further clarification. Avoid pronouns and generic terms such as "the rose bed" — instead, say, "Rose bed 3G on the south lawn."
- But specificity entails risk. For instance, in the question above, if the asker meant to type "3G" but accidentally typed "3H," specificity would have resulted in at least one otherwise unnecessary loop traversal. Specific questions must be accurate. Proofread them twice.
- Ask structured compound questions
- In a real time conversation we can ask a series of questions, using each response to frame the next question. That approach is fastest in the real time environment because it avoids the clutter of unnecessary or poorly framed questions. But in the long-loop environment it can be maddeningly slow.
- A structured compound question is actually a set of related questions, connected by a logical framework. An example: "If the answer to A is X, then I would ask B. If the answer to A is Y, then I would ask C. If the answer to A is anything else, then I would ask D." Asking structured compound questions can reduce the number of loop traversals.
- Explain why you need to know
- If you're Trouble arises because the customary
patterns of real time conversation
are incompatible with the
long-loop environmentasking a question, describe in detail the consequences of not knowing the answer. Motivate your correspondent to respond fully, accurately, and soon.
- When the responder knows why you're asking, a wonderful thing sometimes happens. Suppose the asker is confused about something, and suppose that the asker's explanation of the need for the answer exposes that confusion. The responder might then be able to untangle the confusion. The time saved in this way might be far more than one or two loop traversals. The confusion avoided might have been much, much more expensive.
Discuss these methods with your correspondents before using them. Questions like these can seem strange, or even insulting, to anyone who hasn't seen their like before. And disrupted relationships can be even more costly than a few loop traversals. Next in this series Top Next Issue
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
For more suggestions for the long-loop environment, see "Long-Loop Conversations: Clearing the Fog," Point Lookout for June 24, 2009; and "Long-Loop Conversations: Anticipation," Point Lookout for August 12, 2009.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Communication at Work:
- Selling Uphill: The Pitch
- Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have
some kind of power over you. What do they look for? What are the key elements of an effective pitch?
What does it take to Persuade Power?
- Dealing with Condescension
- Condescending remarks hurt. When we feel that pain, we often feel the urge to retaliate, even when retaliation
might not be appropriate. Our responses are more effective when we understand where condescending remarks
- Peek-a-Boo and Leadership
- Great leaders know what to say, what not to say, and when to say or not say it, sometimes with stunning
effect. Consistently effective leadership requires superior empathy skills. Here are some things to
do to improve your empathy skills.
- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of
the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary,
devious, or outright malicious. What techniques do we use to change the subject, and how can we cope
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met —
and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
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.