![A hotshot crew conducts burnout operations on the Derby Fire A hotshot crew conducts burnout operations on the Derby Fire](../images/derby-fire.png)
A hotshot crew conducts burnout operations on the Derby Fire, Montana, 2006. Severe drought conditions had contributed to extreme fire behavior. We can regard a particular fire as the facts of the situation. And we could address the causes of fires by controlling access to forests or by managing the fuel supply. But if the significance of a string of fires is that they are consequences of climate change, limiting forest access or managing fuel supply are unlikely to have much effect on fire damage. The significance of climate change is more important than the facts of any particular fire.
Photo by Dan Borsum, NOAA-NWS-WR-WFO, Billings, Montana, September 6, 2006, courtesy U.S. National Oceanic and Atmospheric Administration.
When we must communicate to others something very important, getting it right matters more than usual. Paradoxically, in those situations, we're at elevated risk of not getting it right. We dance around the points we most need to make. We find it difficult or scary to say what we really think. Instead, we lead our listeners close to the points we most need to make, and leave it to them to make the rest of the journey on their own. We give our listeners the information from which they might possibly deduce a significant message, but we don't articulate that message ourselves.
The significance of a set of facts is the way those facts relate to their consequences. The more complex and technical is the subject matter, the more important it is to be explicit about the significance of the information we're providing. I use the term significance messages to denote communications for which clearly stating the significance of their factual content is as important as clearly stating that factual content. Too often, we communicate facts, but we don't actually communicate the significance of what we're saying.
For significance messages, that is a recipe for communication disaster.
An example of a significance message
Project Marigold has encountered yet another setback. Its target date has been delayed twice already, and the project manager is preparing a report to the Executive Committee announcing a new, delayed, target date. The project manager has written a statement that makes the main point:
Version 1: Marigold's completion date needs to be delayed until Q2, due to changes in project objectives. Last month, for example, we reduced Marigold's budget by 15%. That change required that we reconfigure the PineTree Module, and the consultants we need for that work aren't available until next month.
This is a simple message, but it doesn't emphasize the fundamental point that project objectives have changed repeatedly. Here's a version that illustrates the importance of focusing on significance.
Version 2: Because we keep changing Project Marigold's objectives, we must expect impact on its completion date. The latest change, a 15% budget reduction, requires a delay until Q2, because we must reconfigure the PineTree Module. The consultants we need for that work aren't available until next month.
Both versions Too often, we communicate facts,
but we don't explicitly communicate
the significance of what we're sayingprovide facts justifying the delays in Project Marigold. But Version 1 emphasizes the reasons for this particular delay. Version 2 emphasizes that there is a pattern of unstable project objectives that accounts for the series of delays. Version 2 also implies that unless Marigold's objectives stabilize, there will likely be more delays.
Last words
There's a simple test you can use to determine whether your communication has given sufficient emphasis to the significance of the facts you've provided. Read the text and ask the question, "So what?" If the answer to that question includes material not contained in your communication, then the significance of the data probably isn't well enough represented. Top
Next Issue
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcome
Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
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.
Related articles
More articles on Effective Communication at Work:
Interviewing the Willing: Tactics
- When we need information from each other, even when the source is willing, we sometimes fail to expose
critical facts. Here are some tactics for eliciting information from the willing.
Presenting to Persuade
- Successful, persuasive presentations involve a whole lot more than PowerPoint skills. What does it take
to present persuasively, with power?
Long-Loop Conversations: Asking Questions
- In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple
question can take a day or more. And when the response finally arrives, it's often just another question.
Here are some suggestions for framing questions that are clear enough to get answers quickly.
The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
Mastering Messaging for Pandemics: I
- When a pandemic rages, face-to-face meetings are largely curtailed. Clarity in text messaging and email
communication becomes more important than usual. Citing dates and times unambiguously requires a more
rigorous approach than many are accustomed to.
See also Effective Communication at Work and Writing and Managing Email for more related articles.
Forthcoming issues of Point Lookout
Coming July 3: Additive bias…or Not: II
- Additive bias is a cognitive bias that many believe contributes to bloat of commercial products. When we change products to make them more capable, additive bias might not play a role, because economic considerations sometimes favor additive approaches. Available here and by RSS on July 3.
And on July 10: On Delegating Accountability: I
- As the saying goes, "You can't delegate your own accountability." Despite wide knowledge of this aphorism, people try it from time to time, especially when overcome by the temptation of a high-risk decision. What can you delegate, and how can you do it? Available here and by RSS on July 10.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
![Send email or subscribe to one of my newsletters](../images/social-icons/email-32.png)
![Follow me at LinkedIn](../images/social-icons/linkedin-reg-32.png)
![Follow me at X, or share a post](../images/social-icons/x-32.png)
![Subscribe to RSS feeds](../images/social-icons/feed-icon-32.png)
![Subscribe to RSS feeds](../images/social-icons/facebook-icon-32.png)
Recommend this issue to a friend
Send an email message to a friend
rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed
![Technical Debt for Policymakers Blog](../images/logos/techdebtpolicy-logo-sm-1.png)