William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
“LISTENING: MORE THAN WHAT MEETS THE EAR [1],”
By Les MacLeod, EdD, MPH, FACHE
“Most people do not listen with the intent to understand; they listen with the intent to reply.”
— Stephen R. Covey
The lack of ability of just this one human skill is perhaps responsible for, at the least,
some 40% or more of engineered projects not meeting their requirements.
Of course, I may be wrong!
Cheers,
Bill
Bernard Shaw's famous quote about the illusion that communication has taken place comes to mind with Covey's quote, William - thanks for the reminder!
Seeking first to understand should be tattooed on the foreheads of all PMs...
Kiron Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Apr 16, 2024 8:14 AM
Replying to Kimberly Whitby
...
Hello William - is there a particular question you have on this topic for others to offer commentary and feedback? Thanks!
Hi Kimberly.
Re: "is there a particular question you have on this topic"
Please re-read the post, and then Kiron's response.
Cheers,
Bill Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
William,
I agree with your statement in general terms, but I would take a different spin on the subject in the context of project management as follows:
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At a principled level, project professionals should listen with the “intent to discover knowledge.”
To accomplish that objective, the listener must consume content without an inherent assumption of veracity and then professionally initiate “challenge-based discourse” to validate and/or enhance the value of that content. Only then can/should you attribute the information received as knowledge appropriate to place into your project pipeline.
One could argue that your referenced “40% or more of engineered projects not meeting their requirements” stems from project pipeline-injected knowledge that was either improperly vetted and/or inadequately enhanced.
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So, one needs to listen with the intent to understand and appropriately reply so that information can become knowledge that fuels a project to objective success.
George
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1 reply by William M Hayden Jr
Apr 17, 2024 10:26 AM
William M Hayden Jr
...
Thanks George.
Re: “challenge-based discourse”
That statement seems embedded in most minds of engineers working in projects
that are multi-disciplined.
It feels like a prelude to "a boxing match."
Not productive though.
Cheers,
Bill
A scenario I've witnessed with some of the PMs I have worked with is their inability to truly listen to what a challenging stakeholder is saying to them. Such behavior often results in progressively worsening relations with that stakeholder...
Kiron
...
1 reply by William M Hayden Jr
Apr 17, 2024 10:29 AM
William M Hayden Jr
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Good example Kiron!
Sometimes doing a "Phase Gate Review" helps getting to "Yes."
Cheers,
Bill
Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
A PM who is unable to understand the business vernacular of the stakeholder and lacks the patience or will to find another means of exchanging knowledge (e.g., through visualizations or third parties) will frustrate both themselves and the stakeholder and eventually find themselves unplugged as the stakeholder presses the eject button for future engagements.
Stated differently: A PM acting in the traditional project executive role is “up the creek without a paddle” if they lack business acumen in the domains traversed by the project.
...
1 reply by William M Hayden Jr
Apr 17, 2024 10:31 AM
William M Hayden Jr
...
Thanks George!
Re: "A PM who is unable to understand the business vernacular of the stakeholder . . ."
In this case, turns out the error in judgment was made in the C-Suite
before the project started.
Cheers,
Bill
Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Apr 16, 2024 12:27 PM
Replying to George Freeman
...
William,
I agree with your statement in general terms, but I would take a different spin on the subject in the context of project management as follows:
-----------------------
At a principled level, project professionals should listen with the “intent to discover knowledge.”
To accomplish that objective, the listener must consume content without an inherent assumption of veracity and then professionally initiate “challenge-based discourse” to validate and/or enhance the value of that content. Only then can/should you attribute the information received as knowledge appropriate to place into your project pipeline.
One could argue that your referenced “40% or more of engineered projects not meeting their requirements” stems from project pipeline-injected knowledge that was either improperly vetted and/or inadequately enhanced.
-----------------------
So, one needs to listen with the intent to understand and appropriately reply so that information can become knowledge that fuels a project to objective success.
George
Thanks George.
Re: “challenge-based discourse”
That statement seems embedded in most minds of engineers working in projects
that are multi-disciplined.
It feels like a prelude to "a boxing match."
Not productive though.
Cheers,
Bill
...
1 reply by George Freeman
Apr 17, 2024 2:58 PM
George Freeman
...
Bill,
There are no punches, kicks, or headbutts thrown in “challenge-based discourse.” It’s a mindset and interrogatory approach towards getting knowledge that is valuable to a cause. Although it has different names, in all cases, there is no arguing or disrespectful speech affiliated or allowed in the approach.
To say outright that it’s “not productive” does not further the readership's learning opportunity, which is one of the objectives of this platform.
What’s your basis for this thought or the thesis I stated, which is “project professionals should listen with the intent to discover knowledge?”
Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Apr 16, 2024 3:38 PM
Replying to Keith Novak
...
That concept is sometimes referred to as "having your answer running".
Thanks Keith!
It's like "If you want a 2nd opinion, just ask me again!"
Cheers,
Bill Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Apr 16, 2024 5:26 PM
Replying to Kiron Bondale
...
A scenario I've witnessed with some of the PMs I have worked with is their inability to truly listen to what a challenging stakeholder is saying to them. Such behavior often results in progressively worsening relations with that stakeholder...
Kiron
Good example Kiron!
Sometimes doing a "Phase Gate Review" helps getting to "Yes."
Cheers,
Bill Saving Changes...
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