Schlagwort-Archive: Expectation

Order blur

Whenever someone is not satisfied with the results of a measure, the abyss of order blur opens. Clients actually strive to formulate their wishes as comprehensibly as possible. Often the goals are even smartified with the participants or OKRs are worked out. The fulfillers are also ready for the job – actually, this is their business. The tasks are construed in the team and, if necessary, questions are asked in order to sharpen the request. Nevertheless, there are misunderstandings that lead to discord between the two parties.

The difficulties begin with the unspeakability of certain task elements and go to the impossibility to understand what has been said. As a result, the interpretations of an assignment do not match what was requested. If all participants were aware of the following difficulties and would stay in talk, there would be less frustration.

  • When not everything can be expressed
    In the beginning, there is the client with its ideas and feelings, which cannot be completely translated into words and certainly not into a one-hundred percent requirement. Thus, the descriptions of the task disappear behind vague terms – e.g. as always, good result, usual quality, according to the standards. Additional explanations increase the likelihood of being understood.
  • When further expectations hide behind the objectives
    Even if the objectives are increasingly smartified, i.e. results are specifically determined, measurable, adequately achievable with the available resources and relevant to the business, and progress can be tested, expectations remain in the dark – What should be done? What should be the results? What are the expected consequences? The expectations should be explicitly exchanged.
  • When the wrong language is used
    Many clients speak only in their own language and are surprised, when they are not understood. In the first step, of course, you should list your wishes in your own language. In the second step, however, the content must then be translated into the language of the project team; otherwise they CANNOT understand the assignment. It should become clear, what a mission means for the individual – for example, when globalizing, it does not affect the locals for the time being: Unless you take into account their fear of losing their jobs to foreign countries’. As soon as the effects become clear to the individual, the fears and worries and thus the resistance diminish.
  • When the order goes unheard
    The assignment is often placed through the narrow channel of the project order, when it is handed over to the project manager and the core team. As a result, the remaining participants often lack the original wording and the actual tasks go unheard. What remains is the Chinese whisper, when the project manager paraphrases, what he has heard and understood. Ensure that you can be heard personally.
  • When interest is missing
    The management style has a great influence on how motivating an assignment is formulated. More directive managers do not expect questions or objections, but immediate fulfilment of the duties. Cooperative bosses not only deliver the assignment, but also take the time to explain the task and address the team’s concerns. The order blur increases, if you ignore the employees‘ point of view. It is not only a question of the fact that the day-to-day business is already fully utilizing their capacities and therefore there is no time for additional tasks. It is about taking into account knowledge, experiences and objections, but also about personal interests, such as family, friends or the upcoming holiday, which nip any commitment in the bud. Mostly, the requirements can be adapted to the needs of the employees.
  • When everything is understood differently
    In the best case, everything is heard and the project team assumes that everything has been understood. Even then, the goals striven for by the client and the contractor can differ dramatically. Since not the actual meaning is exchanged, but words and perhaps numbers, the recipients decide on the contents of the request. According to the Sender-Receiver model and the Meta-model of Language, each job passes through a variety of filters that result in a changing task. If you talk about it regularly, both parties gradually adapt to each other and the result suits at the end both.

Without a regular exchange between the client and the contractor, the previous points lead to the fact that the deviations are only noticed at the end. For this reason, the agile approaches, which enable regular coordination at short intervals along the sprints as well as short distances for inquiries, are ideal.

Bottom line: Order blur lies in the nature of the thing – the communications. For this reason, special attention should be paid to the various stages, in which contracts are distorted and blurred. On the one hand, contracting authorities should assume that they cannot express all aspects of their project in such an exact way that they will be clearly understood and should therefore patiently take into account the inquiry of the contractors. On the other hand, contractors should not humbly accept the requirements and interpret them as they see fit, but rather ask questions and raise concerns. This mutual exchange ultimately leads to a common understanding that the order blur gets as low as possible.

The Talisman – the ideal metaphor for a metaphor

Before personal talismans and amulets evolved, like the Nazar in Turkey or the Christopher in the western world, many particularities of the physical reality were connected with a deeper meaning that went beyond and had a strong influence on the mental states of people. Even though we have no written evidence from prehistory, oral traditions point to meaningful landmarks in nature – the Uluru in Australia, the Nazca lines in Peru, or the legendary Irminsul in Germany. Over time, cult objects been created, which groups always carried with them, such as the Ark of the Covenant, the Mikoshi in Japan or the Holy Lance. The effects of these cult objects are different for each user. The same applies to metaphors which, beyond the obvious story, generate additional meanings in the minds of people. This makes the talisman the ideal metaphor for the metaphor.

Faith can move mountains. Talismans also have this power and transfer meaning and content to their carriers that go far beyond the obvious form of the artifact – just like a metaphor. To make this possible, things or metaphors must be loaded with meaning and the following conditions be there.

  • Expectation
    Amulets are connected with meaning by a place or person. As a result, users expect a certain effect – for example be it traffic safety or health or fertility or motivation. The effect is mediated by the person, who provides the artifact or story. One should not forget that the effect can be destructive or beneficial – a voodoo doll fitted with needles can lead to the death; the belief in the success of a medical measure makes the placebo work in exactly the same way as the drug being replaced.
  • Conditioning
    Expectations do arise out of nowhere. It is often not sufficient to get the explanation of the effect. But the constantly updated awareness of the consequences anchors faith deeper and deeper in the subconscious. If we touch our talisman and establish the conscious connection to the desired effect, we internalize the effect even deeper -e.g. the St. Christopher’s before starting the commute to the office. Accordingly, a metaphor works, which is used again and again as an example, if you explain a certain contexts, such as the story with the axe.
  • Examples
    Especially supportive for confidence in a particular outcome are examples, in which the effect has been clearly demonstrated. The shamans that exist in all cultures have proven countless times that they can help, what makes them better and better. The mobile representative is the amulet that you get handed from shamans – or at least can trace back to them. In the metaphor, the reference to reality happens through stories with everyday examples that charge the metaphor.
  • Origin
    Any object can act as a talisman – a stone, a piece of wood, a bottle of water, an artifact made by someone or was owned by someone. Brands transfer emotional meaning to objects – e.g. when the latest Montblanc fountain pen is called Le Petit Prince. It is in the eye of the user how this meaning comes into effect. A metaphor wins, when it was created or told by a role model – such as Aristotle’s thesis „The whole is more than the sum of its parts“.
  • Comprehensive description
    The more sophisticated and differentiated the description of mechanism of a fetish is, the more credible it becomes. Gemology, for example, explains the effect of gemstones – the ruby, which promotes passion; the tourmaline, which protects against negative energy; the tiger’s eye, which gives courage. The better a metaphor is explained, the more comprehensible it becomes – just think of the Chinese 成语 (chengyu) „塞翁失马 – Old man loses horse„.

Bottom line: Through the expectation, the repeated anchoring of the meaning, the practical examples, the origin and a comprehensive description charge amulets, talismans and metaphors with effective meaning, which makes amazing things with their followers. It should always be considered that the effect should be beneficial at all costs, otherwise damage will be caused. The belief in efficacy is the common denominator of these lucky mojos and the stimulating, meaningful stories. This makes the talisman the ideal metaphor for a metaphor.