I Think We Have an IssueDelivering unwelcome messages
Fiona CharlesEuroSTAR WebinarFebruary 11, 2014
I Think We Have an Issue 2
The Vasa
I Think We Have an Issue 3
January 1625: King Gustavus II Adolphus signed a contract for the design and construction of a warship he intended to be the showpiece of the Swedish navy
400 men worked for more than 3 years to build the ship – at huge cost; 1000+ oaks were felled…
August 1628: setting out on her maiden voyage with much fanfare, the Vasa capsized and sank to the bottom of Stockholm harbour, where she remained until finally lifted in 1961
I Think We Have an Issue 4
We’ll never know who knew what (and when), and whom they told during that 3-year project
About the top-heavy design of the Vasa
About the ongoing impacts of changing requirements in a project with a fixed launch date
We do know that a standard stability test conducted shortly before the launch had to be abandoned because it was unsafe to continue
I Think We Have an Issue 5
Why was the unstable Vasa launched on schedule?
Could it have been because nobody dared deliver this unwelcome message to the person(s) with authority to make the right decision?
I Think We Have an Issue 6
Who dares tell the King…
President or Prime MinisterCEO
Executive Project Sponsor
Customer
?
I Think We Have an Issue 7
As project managers, testers (& test leads), and consultants, we are paid to tell the truth as we see it.
But what we see as evident fact can be unwelcome news to the powerful people who need to hear the message.
I Think We Have an Issue 8
Few managers want to hear news that:
A project is failing
The quality of a critical system threatens a planned launch
Bad news like this can be threatening to the recipient
I Think We Have an Issue 9
What happens
when people
communicate?
I Think We Have an Issue 10
Satir Interaction Model
intake
meaning
significance
response
I Think We Have an Issue 11
What the recipient actually takes in
intake
meaning
significance
response
•Message content and presentation (words, message, body language)•Relationship of speaker & recipient(trust, roles, power…)•Recipient’s communication preferences (directness, level of detail…)•Cultural differences (e.g., communication styles, accent) •Recipient’s state of mind •Noise, external distractions•etc.
Some things that can affect intake
I Think We Have an Issue 12
How the recipient interprets the intake
intake
meaning
significance
response
•Information taken in•Information recipient supplies to fill gaps in the message•Relationship & history with speaker•Experience with analogous situations •Recipient’s political agenda•Upbringing, background, personality•Prior knowledge, preconceptions, assumptions•etc.
Many things can influence interpretation, including the recipient’s past experiences and hopes or plans for the future
I Think We Have an Issue 13
How the recipient feels about his/her interpretation of the intake
intake
meaning
significance
response
•Relationship of speaker & recipient(trust, roles, history, power…) •Recipient’s state of mind, self-esteem•Corporate, project, & personal history and current situation•Recipient’s political agenda•Risks and opportunities posed by the message: to the recipient and/or other people or entities•How the recipient feels about his/her feelings•etc.
Past experiences and current concerns can influence the
recipient’s feelings
I Think We Have an Issue 14
How the recipient responds
intake
meaning
significance
response
•Relationship of speaker & recipient(trust, roles, history, power…) •Presence or absence of other people•Significance of the message to the recipient (and feelings about those feelings)•Recipient’s communication preferences•Recipient’s personal rules •Recipient’s personal or political agenda •etc.
Some things that can influence a response
I Think We Have an Issue 15
A meeting will consist of many such interactions
You can’t control the other person’s part
But by working to make your own part go well, you can have a positive influence on the whole interaction
I Think We Have an Issue 16
Prepare
I Think We Have an Issue 17
I keep six honest serving-men
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.
Rudyard KiplingThe Elephant's Child
I Think We Have an Issue 18
What is the message?
Why do you want to deliver this message—or feel you must?
Who should you talk to?
When and where should you have the conversation?
How are you going to say it?
I Think We Have an Issue 19
People
(Why & Who)
I Think We Have an Issue 20
Your own motives and objectives
Why do you believe you should deliver this message?
What good outcome do you want to enable?
What bad outcome do you want to prevent?
What are the risks to the organization or project
If you don’t deliver this message?
If you do deliver the message?
I Think We Have an Issue 21
Your risks could include:Credibility Professional reputationPosition in the organizationAmour propre/confidence
What could you stand to lose from delivering this message badly (or at all)?
Or from NOT delivering this message?
I Think We Have an Issue 22
Who is the right recipient for your message?
Who is the decision-maker who really needs to hear this?
Is that the person you should talk to?
Most likely to be receptive
Next person up the chain
Go directly to the top?
I Think We Have an Issue 23
What is this person’s relationship to you?
In the hierarchy
Previous interactions and observations
Mutual trust and credibility
Power
I Think We Have an Issue 24
Things you know about this person that could help you prepare for the meeting
Motivations
Expectations of others
Integrity
Political agenda, aspirations
Personality type
Listening style and attention span
Preferred level of detail
I Think We Have an Issue 25
What about the recipient’s risks?
How might this message be threatening to this recipient?
What is the risk if he/she doesn’t get the message?
I Think We Have an Issue 26
Setting(Where &When)
I Think We Have an Issue 27
Choose a time and place to optimize intake of your message
Scheduled meeting specifically for this
Quiet place
When you can be prepared
Not in a crowd, or in front of other managers/peers
Minimize chances of embarrassing or annoying the recipient
I Think We Have an Issue 28
Message(What & How)
I Think We Have an Issue 29
What are you going to say?
Know the essence of your message before you speak
How do you know you’re right?
Do you have a resolution/ approach to propose?
I Think We Have an Issue 30
What background could make it hard for the recipient to hear your message?
Previous knowledge or understanding of the situation
Conflicting information from other trusted sources
What background could you leverage to make your message more compelling?
I Think We Have an Issue 31
How will what’s already
known
or believed
influence what you say?
I Think We Have an Issue 32
Tailor the detail level to your audience
Sit in a chair or stand at a whiteboard?
A busy executive may give you 5 minutes
Have substantiating material in your pocket
I Think We Have an Issue 33
“Center, enter, turn…”
Problem-solving, not blame
Stay calm and matter-of-fact
Watch your body language
I Think We Have an Issue 34
Stick to facts you can substantiateDon’t offer opinions unless asked
If asked, either decline or be clear that you are stating an opinion
Be clear about any assumptions
I Think We Have an Issue 35
Responses
I Think We Have an Issue 36
Watch the other person and listen carefully
Choice of words
Tone, pitch and volume
Body language
Did you make your meaning clear?
I Think We Have an Issue 37
Remember that it’s difficult for the other person, too!
Bring out the positive in the interaction
Try to talk the other person’s language
Make sure you’re understood
Engage in dialogue
I Think We Have an Issue 38
Avoid getting sidetracked into defensiveness or blaming others
Ask, “Have I given you enough information?”
If you encounter anger or hostility, excuse yourself and ask to resume later
Stay in problem-solving mode
I Think We Have an Issue 39
Send follow-up email and request a response
Summarize conversation (& agreement, if possible)
List action items
Follow up
I Think We Have an Issue 40
Tips
I Think We Have an Issue 41
Risk assessment before you speakIs this message important enough to outweigh the risks to me?
Try to discern and understand the recipient’s background and risks
Remember there’s an impact for him/her
What are the risks of not speaking?To you?To the other person?
I Think We Have an Issue 42
Don’t wait till it’s too late
Nobody likes ambushTry not to surprise
Speak the recipient’s languageIf it’s $€£, speak $€£
I Think We Have an Issue 43
Don’t put yourself at a disadvantage
Try not to get into a 2 on 1 situation
Level the playing fieldConsider standing up to deliver
Use visual aids (whiteboard, etc.) Easier for you to focus discussion & reiterate important points Harder to argue with
I Think We Have an Issue 44
Build/preserve/enhance the relationship
Don’t corner the other person
Try to put yourself in their position
Seek cooperation
Keep conflict healthyIt’s a professional discussion of a problematic situation
I Think We Have an Issue 45
“Let me get back to you on that”
Table contentious items or those where you need more backup
If the meeting becomes heated, get yourself out
I Think We Have an Issue 46
Don’t accept responsibility that’s not yours
“How would you like me to handle this?”
Ask for guidance, not solutions
I Think We Have an Issue 47
Who might be an ally?Think about the “back channels”
Prepare the ground with regular communication
“If there’s a problem, how would you like me to let you know?”
In difficult situations, keep a log of significant events, decisions, actions
I Think We Have an Issue 48
Know your limitations/restrictions/legal rights & responsibilities
Whistle-blowers beware!
Ultimately, it’s not your decisionYou’re here to share your professional judgement (and sometimes to help put the decision where it belongs)
I Think We Have an Issue 49
Successful delivery of any message—welcome or not
Your message has been heard and understood
The recipient treats your message as valuable information for appropriate consideration
You retain or enhance your credibility
I Think We Have an Issue 50
Sources & Further
Readings
I Think We Have an Issue 51
Sources
Satir Interaction Model
Weinberg, Gerald M., Becoming a Technical Leader, ISBN 978-0-932633-02-6, Dorset House, 1986. (also available as an eBook from www.geraldmweinberg.com)
Dale Emery, “Untangling Communication”. http://dhemery.com/articles/untangling_communication/
Judy Bamberger, “The Satir Interaction Model”. http://sstc-online.org/2006/pdfs/JB1365Notes.pdf
Don Gray: 2 Blog posts: “Debugging System Boundaries”, “Why Don’t You hear What I Mean?”
http://donaldegray.com/debugging-system-boundaries-the-satir-interaction-model/
http://donaldegray.com/why-dont-you-hear-what-i-mean-the-satir-interaction-model/
I Think We Have an Issue 52
Suggestions for further reading
Communication
Karten, Naomi, Communication Gaps and How to Close Them. ISBN 0-932633-53-6, Dorset House, 2002.
Isabel Briggs Myers, Peter B. Myers, Gifts Differing: Understanding personality type. Davies-Black Publishing, 1980, 1995.
Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzer, Crucial Conversations: Tools for Talking when the Stakes Are High, McGraw Hill eBooks, 2002.
Douglas Stone, Bruce Patton, Sheila Heen, Difficult Conversations: How to Discuss What Matters Most, Penguin Books, Edition with a new preface and chapter, 2010.
Speaking Truth to Power
Norm Kerth, “Speaking Truth to Power: How to break bad news to those who can crush you.” Better Software, November 2006. Available on www.stickyminds.com
Elisabeth Hendrickson, “The Politics of Testing: Making conflict count.” STP magazine, January 2010.
http://www.stpcollaborative.com/knowledge/545-the-politics-of-testing-making-conflict-count
Fiona Charlesfiona.charles@quality-
intelligence.com
www.quality-intelligence.com
Twitter: @FionaCCharles
Images and text ©Fiona Charles 2014