
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
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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!
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Related articles
More articles on Effective Communication at Work:
Encourage Truth Telling
- Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant
reports, especially when the implications are uncomfortable or threatening. A culture that supports
truth telling can be an organization's most valuable asset.
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.
Embolalia and Stuff Like That: I
- When we address others, we sometimes use filler — so-called automatic speech or embolalia —
without thinking. Examples are "uh," "um," and "er," but there are more
complex forms, too. Embolalia are usually harmless, if mildly annoying to some. But sometimes they can
be damaging.
That Was a Yes-or-No Question: I
- In tense situations, one person might question another. As the respondent replies, the questioner interjects,
"That was a yes-or-no question." The intent is to trap the respondent. How does this work,
and how can the respondent escape the trap?
I Don't Understand: I
- When someone makes a statement or offers an explanation that's unclear or ambiguous, there are risks
associated with asking for clarification. The risks can seem so terrifying that we decide not to ask.
What keeps us from seeking clarification?
See also Effective Communication at Work and Conflict Management for more related articles.
Forthcoming issues of Point Lookout
Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
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