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Project management with a human face
Part 6: Do not inform, communicate!
Aaro Ollikainen, Claro Leaders Oy
18.5.2012 1
The seven steps to project management with a human face
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Create a shared dream with a deadline
Get the right people
Encourage passion
Get hold of the stakeholders
Find the correct leadership touch
Celebrate the conflicts
Don’t inform, communicate
6. Don’t inform, communicate
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Process model of communications
Reason Reason
AND emotions
Message Sender
Channel / media
Transformed message
Receiver
Adapted from Claude Shannon, Schematic diagram of a communication system, from "The Mathematical Theory of Communication" (1948)
Having trouble getting heard? What can (and typically does) go wrong in project communications
YOU:
Too many simultaneous messages; your voice gets lost in information overload.
Messages conflict one another
Difficult / alien words or concepts
No repetition / reinforcement
Wrong communication media
Wrong tone
Wrong timing
Technical communication problems (connectivity, distortions…)
THE RECIPIENT:
No interest
No background information given
No time
Mind already made up about the subject
Mind already made up about YOU
What do you choose communication to be?
”Knowledge is power” ”Uninhibited, real-time communication through formal and informal networks is power”
”Passing on the flame of knowledge takes nothing away from your own flame.”
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The dimensions of a message
Each message has at least three components, which should support each other and not be in contradiction with each other:
1. Content of words or communication
2. Way of communicating (method, tone, timing, situation / context)
3. Relationship between the parties
What you are shouts so loudly in my ear, that I cannot hear what you say
Ralph Waldo Emerson
Do not let the people wonder in the night. Stay in touch with people also during ”quiet times”.
Your team may get your idea at once, but do not count on it. Re-communicate the project objective and critical factors time after time.
Catch people doing things right.
Communication is continuity
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The PM and the project team know the project inside out, are committed, know the background, the objectives and benefits.
The others may know their own role, are often uncertain of what they are expected of.
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The optical illusion of the PM (1/2)
The project team knows the project ”too well”
Understands the objectives and schedule
Knows the background and business case
Knows who is involved, how and in which phases
The others gather their understanding of the project from isolated ”episodes”
Like seeing a couple of frames every here and there in a 2 hour movie!
The optical illusion of the PM (2/2)
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Understanding change communications
People are automatically driven to receive messages which reinforce or fit in with their attitudes and preconceptions.
New information, which contradicts earlier knowledge and attitudes is likely to be rejected or transformed.
Supporting and reinforcing existing attitudes and conceptions is always easier and faster than changing them.
Just telling ”the facts” is not likely to change attitudes and opinions – an emotional component is needed.
Getting the stakeholders involved and actively participating as soon as possible increases the efficiency of communications.
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6 C’s of good communication
Clear
Concise
Correct
Complete
Courteous
Concrete
Thank You! Aaro Ollikainen
Tel. + 358 (0)40 775 1134
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