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.
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More articles on Effective Communication at Work:
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- Participating in or managing a virtual team presents special communications challenges. Here's Part
III of some guidelines for communicating with members of virtual teams.
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- High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases,
which I like to call "high falutin' goofy talk." We use these phrases with perhaps less thought
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of phrases and images to avoid.
Forthcoming issues of Point Lookout
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- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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- 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.