A good exercise is to imagine optimizing information flows in your organization not for passively accepted requests but for actively accepted ones.
(passively accepted: when someone making a request isn’t made aware that, in fact, he won’t get what he asked within specs)
(passively accepted: when someone making a request isn’t made aware that, in fact, he won’t get what he asked within specs)
https://twitter.com/markbrooks/status/1440008633048309770
A very common example: a top manager asks all supervisors to communicate change X to their teams. Supervisors know they can’t do X or can’t communicate X as desired (because of some valid reason the top manager might not be aware of) but silently sit in the meeting until the end
Interestingly, the above will be seen as a trust violation by the managers (“you didn’t do what you promised”) but probably not by the supervisors (“you asked me something I couldn’t do [because of a lack of resources / problem Y / etc]”).
A big chunk of trust in management is also asking for “will you do it?” and if not “what can we do about that bottleneck?”
Bonus points for “when can you do it by” (and then eventually negotiating on the deadline and/or scope)
Bonus points for “when can you do it by” (and then eventually negotiating on the deadline and/or scope)
• • •
Missing some Tweet in this thread? You can try to
force a refresh
