When the closed-loop response time between you and a distant correspondent is a half-day or more, communication can feel like a frustrating hindrance to progress. But anticipating the little problems that arise in complex conversations can make discussions far more productive. In the long-loop environment, preventing problems in conversations takes a lot less effort than fixing them.
What must be anticipated is sometimes far from obvious. Here are some examples.
- Anticipate anxiety about message delivery
- Both recipients and senders can become anxious about delivery, especially when the messages travel in unreliable media such as the Internet. Moreover, in crisis environments, important messages can go unnoticed in the crush of other traffic.
- Establish protocols about acknowledging message arrival. Protocol tiers that depend on the level of urgency of the communication environment are especially helpful.
- Anticipate misunderstanding
- Long-loop conversations often cross cultural or linguistic boundaries, which enhances the risk of misunderstandings. But even within one culture and language, the long-loop environment limits not only the exchanges that focus on the immediate task, but also those intended to clarify ambiguity or complexity in the conversation itself.
- Assume that misunderstandings will occur. Be generous with detailed examples of the points made in your conversations. Avoid the little tactics we all use from time to time to conceal our own limited knowledge or understanding.
- When the message is urgent, go slow
- The probability When the conversation
is urgent, the only way
to communicate fast
is slowlyof misunderstanding escalates with the urgency of the conversation, because people tend to take less care in their communications.
- When the conversation is urgent, the only way to communicate fast is slowly.
- Anticipate politics
- Organizational politics influences the ongoing work of most collaborations. Even though two organizations might be contractually bound to collaborate, opinions about the wisdom of the choice to collaborate can vary. Moreover, people often have conflicting commitments, and priorities do tend to change with time.
- Consider political phenomena when formulating risk plans. Politics can be destructive or constructive, but even when constructive, there can be costs, some of which might fall unevenly on different organizational efforts. The effects of organizational politics on your own effort will be less harmful if you remain alert to this possibility. Keep a clear head, free of anger and frustration, when political interference does occur.
Finally, and paradoxically, anticipate the unexpected mishap. Even though we can't know what specific unexpected mishap might occur, we can be fairly certain that some unexpected mishap will occur. When significant unexpected events happen, we usually feel that they happen at the worst time. In reality, significant unexpected mishaps do happen at all times, but we notice them only when resources are inadequate to address them. In the long-loop environment, communication, the one resource that's most important for dealing with unexpected mishaps, is almost always inadequate. First 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: Asking Questions," Point Lookout for June 10, 2009; and "Long-Loop Conversations: Clearing the Fog," Point Lookout for June 24, 2009.
For more about the sinking of the Indianapolis see Charles Maier, "For the Good of the Navy," in Insight on the News, June 5, 2000.
Your comments are welcomeWould you like to see your comments posted here? rbrenxpTPRHXoVWWVNnFWner@ChaccPMvWiYYnjshvogPoCanyon.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:
- When It Really Counts, Be Positive
- When we express our ideas, we can usually choose between a positive construction and a negative one.
We can advocate for one path, or against another. Even though these choices have nearly identical literal
meanings, positive constructions are safer in tense situations.
- Begging the Question
- Begging the question is a common, usually undetected, rhetorical fallacy. It leads to unsupported conclusions
and painful places we just can't live with. What can we do when it happens?
- How to Misunderstand Somebody Else
- Misunderstandings are commonplace at work, as in most of the rest of Life. At work, they might be even
more commonplace, because at work it sometimes seems that people are actually trying to misunderstand.
Here's a handy guide for those who want to get better at misunderstanding others.
- When Over-Delivering Makes Trouble
- When responding to inquiries such as "Is that correct?" we sometimes err by giving too many
reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.
- Recognizing Hurtful Dismissiveness
- "Never mind" can mean anything from "Excuse me, I'm sorry," to, "You lame idiot,
it's beyond you," and more. The former is apologetic and courteous. The latter is dismissive and
hurtful. We have dozens of verbal tactics for hurting each other dismissively. How can we recognize them?
Forthcoming issues of Point Lookout
- Coming December 12: Effects of Shared Information Bias: II
- Shared information bias is widely believed to lead to bad decisions. But over time, it can erode a group's ability to assess reality accurately. That can lead to a widening gap between reality and the group's perceptions of reality. Available here and by RSS on December 12.
- And on December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBuWejCVbbnEbYfOVner@ChacujFikvrogQsHJCwwoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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.