Schlagwort-Archiv: Communication

Five more ear sharpeners

Ear sharpeners are phrases that require attention. Messages consist of descriptions that are intended to convey facts. Additionally, speakers send hidden messages about themselves. The key to these disclosures often lies in the first words. The background can be deciphered by asking appropriate questions.

Let’s look at some new ear sharpeners.

  • I would…
    The good news that is signaled with this beginning is that someone is thinking about what to do. If the sentence furthermore starts with „I“, the probability increases that the person is trying to find the solution by oneself. But if then the word would follows, it is unclear whether this person is willing to get involved personally. Example: I’d like to try another solution.
    To keep the speaker active, you can immediately react: Good idea! Go for it!
  • Objectively speaking…
    Statements can be interpreted in different ways. In order to give more weight to the content, one eliminates the conceit of personal bias by explicitly emphasizing objectivity. This neutrality does not exist, since all propositions are always subjectively colored. Statements always depend on the location and experience of the observer. This becomes apparent, when several people describe the same facts differently. Example: From an objective point of view, only these options remain.
    In order to ensure that you come as close as possible to the actual facts of the case, further evidence can be asked for: Are there any other factual contributions?
  • I really mean it!
    Statements can announce activities and convey opinions and feelings. They concern the speaker or represent his or her assessments. The real intentions of a person cannot be seen in the utilized words. For this reason the speakers underline their importance by making the seriousness clear through this ear sharpener. Example: We have to try harder to reach our goal, otherwise we will have problems. I really mean it.
    In order to use the momentum of the speaker’s decisiveness, one should challenge its seriousness: Let’s immediately sit together and determine the next steps.
  • That’s just the way it is.
    Some conversations end with the statement that there is nothing more to say, because that is simply the way it is. This classical killer phrase is an attempt to nip any statements and contradictions in the bud. Example: We can’t do this. That’s just the way it is.
    In this case you can help the speaker out of his resistance: What could we further use so that it works differently?
  • Based on my long experience…
    A particularly immodest statement is the reference to one’s own competences. Since a speaker always talks about himself or herself with his or her words, it is important to focus attention on possible weaknesses or concerns of the person. Example: I know this weak point based on my long experience.
    This is a good opportunity to reuse the wealth of experience by asking: How have you solved this so far?

Bottom line: Statements often contain additional signals that help to better understand the speaker’s intentions and to react appropriately. Theorists, realists, serious, simplifying and experienced people deliver messages in addition to the content, which make their real intentions recognizable by the used phrases. It is worth paying attention to these ear sharpeners and using them as an amplifier for oneself.

ProCons of networks

Increasing volatility, uncertainty, complexity and ambiguity (VUCA) can no longer be mastered with the rigid structures of the past. Collaboration takes place across borders, wherever you look. The related structures are constantly changing and subsist on self-organizing actors who build, use and eventually resolve the necessary relationships. The result is a more or less dense network. Aside from today’s needs, where everything is just one click away, there are some arguments in favor of and against the use of networks.

The following ProCons affect not only networks but all types of communities.

Pros

The benefits cover more than just the economic interests of the companies.

  • Competence advantages
    The network draws its strength from the purposeful connection of resources and capabilities. The participants‘ intrinsic motivation provides the network with a long-term advantage ahead of other forms, which on the one hand require a lot of setup time and on the other hand never have comparable access to this amount of competencies.
  • Information advantages
    The actors provide a lot of information. This includes experience and knowledge about different markets, customers, products, technologies and, above all, business processes. By sharing this information (push vs. pull), they reach all network participants at a relatively high speed.
  • Resource advantages
    The actors already provide a variety of resources – material and immaterial goods and especially people. Contrary to other forms of organization, the network offers an adjustable openness that makes it possible to expand resources faster. Just the use of these resources of the actors provide means that otherwise would have to be procured with much effort. In addition, this tool is usually better suited that is brought by the craftsman.
  • Social advantages
    Getting to know like-minded people is a huge advantage for the actors. The sense of community offers an environment in which you can expect more pleasant working conditions and a trustworthy cooperation due to the same interests.
  • Economic advantages
    Looking at the entire network, there are many savings for the company. Cost advantages arise when the actors already bring additionally to their commitment many resources that do not need to be purchased. The combined competence accelerates the business and reduces the risks. Practicing self-organization in a network avoids delays caused by a hierarchical structure with its long decision-making and communication paths.

Cons

Against networks speak especially apparent extra efforts, unpredictability and the difficult control.

  • Time
    Even with all the advantages, networking requires active involvement of its members. The open procedures and the lack of centralized control require other efforts of the participants, which are perceived at first glance as additional expenses. However, much higher overall savings can be made for the company.
  • Redundancies
    Even with a lot of engagement in disseminating information, there can be more double work in the self-organized network than in a tayloristic organization. The lack of control can lead to a competition for the best idea that would be wasteful.
  • Increased communication effort
    The multiplicity of actors increases the coordination effort, which can even not be avoided with agile approaches. New insights and experiences simply have to be shared, absorbed and processed. This effort is the price for a lot of advantages.
  • Cooperation issues
    Of course, because of the variety of characters, there will not only be sympathy, but also antipathies that can burden collaboration and trust and eventually lead to an increased need for mediation. This makes team building an important exercise.
  • Lack of control
    A strong driver for the formation of a network is the intrinsic appeal for each participant. Leadership could quickly disturb. At the same time, a network also needs a direction. Without centralized control, the network might take longer to reach an agreement.
  • Information loss
    The open structure of a network and the frequent participation of individual members in different networks automatically lead to the leakage of information. Lack of secrecy could endanger the network.

Bottom line: Although many aspects speak against creation and participation in a network, you have to face the fact that a VUCA world creates new conditions that function in a way that cannot be covered by traditional approaches. The competence, information, resource social, and economic advantages are arguments for the use of networks. At the same time, appropriate measures have to minimize the risks.