Whether we're writing code, copy, or speeches, or designing a building, shooting a film, or laying out a landscape, our work can be subject to review. Reviewers ask for revisions. And revisions to the revisions. The experience can be frustrating, especially when we disagree with what we're asked to do. Here are some insights that might be helpful in those situations. As in Part I, I'm pretending that I'm advising the person making the revisions.
- Let's not discard something that's good enough
- If the required changes don't seem justifiable, maybe the problem is actually a disagreement about acceptance criteria.
- Have you discussed acceptance criteria? If not, perhaps that's a place to start. But if you have discussed acceptance criteria, and didn't reach consensus, maybe that's the place to start. If the reviewers are unwilling, they might feel that they have the power to require the changes without your consent. If so, the problem might be deeper. Make the revisions, and when the reviewers are satisfied, and the dust has settled, try to determine what the real issue might be.
- Let's not change it to something that's wrong
- There The experience of having our
work reviewed can be frustrating,
especially when we disagree
with what we're asked to doare many ways to be "wrong." The reviewers want something that won't do what they say they want; we (or someone we know) already tried that and it didn't work; or the change will make the current piece incompatible with other pieces of the same suite. And many more.
- If you've made your case, and failed to persuade the decision-maker(s), revision might not be the problem — failure to persuade could be the problem. If you didn't have an opportunity to make your case, then that's the problem. Maybe you didn't seek the opportunity, or maybe you missed it, or perhaps your views aren't valued.
- Because you might be mistaken about their request being "wrong," temper your response to the reviewers. For example, if what they want has been tried before, the fact that it didn't work is relevant only to the extent that the present context aligns with the prior context. See "Definitions of Insanity," Point Lookout for January 17, 2007, for more.
If your opposition to the required revisions is well known, some might anticipate that you'll resent having to make those revisions. Beware. If the effort fails, as you predicted it would, and you've done anything other than what was required, you might be accused of sabotage — possibly behind your back. Make the revisions the reviewers require. Do a superb job. Be certain that the reviewers are delighted. And then begin working on becoming more influential.
Problems of this kind frequently arise from communications difficulties. If satisfying the reviewers seems easier than untangling the communications issues, satisfy the reviewers first. Then work together to determine if or how communications contributed to the problem. Collaborate to resolve that problem before the next review. First in this series 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!
Your comments are welcomeWould you like to see your comments posted here? rbrendZNBOcNUYOaAoLaTner@ChacPNthdTeaTQVbRdyGoCanyon.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 Uses of Empathy
- Even though empathy skills are somewhat undervalued in the workplace context, we do use them, for good
and for ill. What is empathy? How is it relevant at work?
- If Only I Had Known: II
- Ever had one of those forehead-slapping moments when someone explained something, or you suddenly realized
something? They usually involve some idea or insight that would have saved you much pain, trouble, and
heartache, if only you had known.
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows
them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves,
they're harmless, but there are risks.
- Cognitive Biases and Influence: I
- The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive
biases. They are one way we lead each other to accept or decide things that rationality cannot support.
- Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause
can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen.
Forthcoming issues of Point Lookout
- Coming November 21: Make Suggestions Privately
- Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk. Available here and by RSS on November 21.
- And on November 28: Wacky Words of Wisdom: VI
- Adages, aphorisms, and "words of wisdom" seem valid often enough that we accept them as universal and permanent. Most aren't. Here's Part VI of a collection of widely held beliefs that can be misleading at work. Available here and by RSS on November 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenAMmOJhzFpcppmqKYner@ChacWoppjHVqLCwDeijfoCanyon.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.