Trish felt they'd been waiting too long for the elevator, and there were now so many people waiting that the ride would be crowded. She turned to George. "Stairs?" He nodded and off they went.
In the empty stairwell, walking down the three floors to the coffee shop, George asked, "What do you think he meant by 'I hope everyone gets their projections in on time.'?"
"Probably Marigold was late again," Trish answered. "Or maybe Diamond. Somebody."
George grew concerned. "Yeah, there'll be real trouble for anybody who's late this time. How does it look for us?"
"Not good," Trish said. She stopped on the landing. "We'll have to rearrange things if we want to avoid trouble."
George and Trish are reordering priorities to avoid a problem that might exist, if they're parsing their director's words correctly. Maybe they're right, but their conclusion is based on their guess that the director is communicating indirectly, and that the real message is cloaked in innocent-sounding language.
causes problems that
increase costs, create
cause delaysThis kind of possibly unnecessary adjustment adds delays to our projects, costs to our operations, suspicion to the atmosphere, conflict to our relationships and stress to our lives. Indirectness can often be a tool in destructive conflict, and it can be dangerous even when its user means well. Here are some of the ways indirect communication can cause problems that increase costs and time to market.
- Muddying the message
- To make messages indirect, we often disguise them. For instance, we might want to say, "Jim, if your report is late again this week, we might lose funding for this project." To avoid confrontation, we might instead say, "I hope everyone gets their reports in on time." When we think we're receiving an indirect message, we often need additional information to be certain of the real message.
- Leaving room for the imagination
- When we receive ambiguous or incomplete information, we tend to make up what we don't know. By compelling people to guess, we enhance the risk that people might choose incorrect interpretations.
- Increased costs
- Because of the ambiguity of indirectness, recipients have choices. They might ignore a message thinking it wasn't intended for them; or they might miss it altogether; or they might interpret it in novel ways. All of these possibilities can increase costs through rework, unnecessary work, confusion, more and longer meetings, increased interpersonal and organizational conflict and delay.
- Setting expectations
- Once a pattern of indirectness is established, people expect ambiguity. They search for multiple meanings because they don't want to be surprised. And when they search, they find. This leads to what some call "over-interpretation" or "reading too much into it." Once people find alternate interpretations, they raise questions to resolve their confusion. And senders tend to view these questions with suspicion, which leads them to ever-increasing indirectness.
Indirectness might avoid conflict today, but it often spreads conflict tomorrow. A better approach is to resolve today's conflict, rather than avoiding it through indirectness. Still, indirectness does have its place, as we'll see next time. 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!
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More articles on Personal, Team, and Organizational Effectiveness:
- Become a Tugboat Captain
- If your job responsibilities sometimes require that you tell powerful people that they must do something
differently, you could find yourself in danger from time to time. You can learn a lot from tugboat captains.
- A Message Is Only a Message
- When we receive messages of disapproval, we sometimes feel bad. And when we do, it can help to remember
that we have the freedom to decide whether or not to accept the messages we receive.
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- The Good, the Bad, and the Complicated
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The protagonists and goals are good, and the obstacles are bad. Real life is more complicated.
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: 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. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- 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.