People who work in project-oriented organizations are familiar with a fact of life called "status report." Report recipients are usually higher in organizational rank than report authors. Often, recipients actually have supervisory authority over the authors. Status reports are usually documents that contain enough information for report recipients to do their jobs.
The difference in organizational authority between authors and recipients leads some recipients to believe that they can request status reports in any form and format, with content of whatever nature they want. Some of these requests are unrealistic.
Unrealistic report requests have consequences. Reports become superficial. They arrive late. They're outdated. Some are even fictitious, in whole or in part. Some report requestors attribute low report quality to substandard performance by report authors, but unrealistic demands for report content, format, and frequency are often the root cause.
There are constraints on what we can reasonably expect of status report authors. Here's Part I of a set of requirements that enable status report authors to produce useful reports.
- Belief in the value of the report
- When status report authors believe that their reports are valuable to the report requestors, and that the reports are useful for performing legitimate management functions, report authors are more likely to produce valuable reports.
- Said differently, when report authors believe that their reports aren't read, or that they're used only to find fault or to question the performance of the authors or the teams doing the work, those report authors are less likely to produce reports worth reading.
- Psychological safety
- Psychological safety is an attribute of a group. It is the degree to which group members, as a whole, believe that personal risk-taking will not lead to harsh judgment of the risk-taker by the group. In psychologically safe groups, members feel empowered to introduce new ideas, or question accepted ideas, or report what they know.
- Low levels of psychological safety inhibit members from reporting conditions, events, or prospects that conflict with the group's established views, or which conflict with the group leader's preferences. Low levels of personal engagement
tend to limit the care, energy,
and passion of authors of
status reportsIn psychologically unsafe environments, as compared to safe environments, status reports are more likely to represent the wishes of the supervisor than they are to represent truth.
- Personal engagement
- Personal engagement of employees is a measure of the degree to which they regard themselves as involved with and committed to the goals and objectives of their roles in the workplace, and consequently, the goals and objectives of the larger organization.
- Low levels of personal engagement tend to limit the care, energy, and passion of authors of status reports. They might produce the reports, but they will do so late, or superficially, or disingenuously, or with language that obviates actually gathering valid information.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenZchihYqyUqEckwmNner@ChactrazVXEdPiwfuNqEoCanyon.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:
- The Fine Art of Quibbling
- We usually think of quibbling as an innocent swan dive into unnecessary detail, like calculating shares
of a lunch check to the nearest cent. In debate about substantive issues, a detour into quibbling can
be far more threatening — it can indicate much deeper problems.
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- Our Last Meeting Together
- You can find lots of tips for making meetings more effective — many at my own Web site. Most are
directed toward the chair, or the facilitator if you have one. Here are some suggestions for everybody.
- 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.
- They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others.
The explanations we favor can tell us more about ourselves than they do about others.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenptpfFUqAYaZopdVHner@ChacvefhvDmyXfpLDqbmoCanyon.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.