|
|
...leveraging the strategic power of soft skills®
|
 |
|
 |
|
 |
 |
 |
|
Subscribe
to one of
Pat Wiklund's
Electronic Newsletters
Articles
|
|
 |
|
 |
(printer friendly version) |
It's Not Always "A Communication Problem"!
Virtually
every consulting project I've worked on -- and many of the training
programs I've been asked to facilitate -- are described to me in the
same terms: "We have a communication problem."
Sometimes the phrase means "We know we could be better but we're not sure what or how to do it."
More often the request comes from a group where mistrust, lack of clarity, constant conflict, and/or possible mental heath issues with key players are interfering with productivity and profitability.
When I start talking with these clients, it quickly becomes clear that "We have a communication problem" is their code for, "Something is terribly wrong here and we don't know what it is, or what to do about it if we did know."
It's similar to telling your doctor you've got a red, oozing and itchy rash and then expecting a prescription over the phone. You can't be cured until the physician knows whether it's poison oak or athlete's foot or an allergy to the new dish detergent. In the same way, just telling me you have "a communication problem" isn't enough for me to design an intervention that will take care of your problems.
We need to look behind the words, decode the presenting complaint, and view the situation in context so we'll know the best way to go forward. In the majority of cases, one of these three issues will be at the root of the problem.
1. Poor Management Practices
Managers who do not -- or will not -- implement good management practices with their work group. They aren't:
- Setting clear expectations;
- Holding people accountable for their performance and their behavior;
- Keeping employees up to date;
- Explaining how the work of the group aligns with the organizational mission; and
- Demonstrating the importance of their part in achieving organizational goals.
2. Not Following Organizational Policy
Managers don't know or ignore organizational policy on issues ranging from compensation, performance appraisals, and progressive discipline, to work hours, special accommodations, and vacation time. The result is always some sort of chaos. A perception of favoritism quickly builds and employees respond with unwelcome behavior and performance issues.
3. Blurring the Lines Between Personal and Professional Actions and Activities.
The boundary between personal and professional blurs when either employees or managers lose their professional perspective, attributing personal motives and bad will to others. Either will say some version of "He did that just to make me look bad." Or, "She treats me worse than anyone else because she's threatened by me and who I know." Or, "They did me wrong three years ago last Tuesday, and I am not going to do anything for them again."
That's when the backstabbing, malicious gossip, and sabotage start. The group quickly slips down the slippery slope into mistrust, lack of clarity, poor attitude, and constant conflict that prevent both efficiency and effectiveness in the work group. Productivity declines, morale drops, and absenteeism and stress related injuries increase.
What's the Issue When None of the Above Is the Problem?
A key player's health issues (mental or physical), personal problems, family issues, serious health issues with family members, or even the death of a beloved pet can cause disruptions in the workplace that may fit into the patterns I've described. They need a very different intervention.
Whatever the cause, the worst thing you can do is to assume the cure will be "Communication Training." While it's always a good idea to finely tune an organization's communication skills, it's not a universal panacea.
What to Do When a "We Have a Communication Problem" Crops Up at Your Workplace?
First of all, let me tell you what NOT to do: Wait until it gets better.
It won't. I guarantee it. Problems like those I've outlined don't go away on their own, and in fact, usually they very quickly fester and get much worse. And, much more expensive.
As with a medical emergency, you need an experienced professional to assess the condition and prescribe the cure. Even the finest surgeon can't operate on himself. "A communication problem" is equally unpleasant and potentially threatening. You have to bring in an expert to clear it up, someone who isn't part of the problem who can take a caring but dispassionate position. When you're personally vested in a problem, it's almost impossible for you to fix it.
Step One -- The Assessment:
When I visit new clients, my job is to find out what is really causing their problem. At the doctor's, different medical conditions can present similar symptoms. In the workplace, many different causes result in similar consequences. When you clearly understand all the factors involved in making things difficult, you will be able to take the correct steps to alleviate your pain.
A thorough assessment means surveying all the stakeholders in the situation, which includes those in the executive suite as well as on the front lines, internal and external. No one is exempt.
Assessments become effective when they are reported back to key constituents with care, concern, and with a suggested action plan. Unfortunately, when the news is bad or the comments are critical, it's human nature to react with so much defensiveness that most people literally don't hear what's being said. Ignoring an unpleasant diagnosis doesn't cure the condition. I urge my clients to be open to problem solving because it's the key to ensuring a successful implementation of the solution.
After the Assessment, the Hard Work Begins.
When an organization has been experiencing "communication problems" for months -- or even years -- the solution will take some time to implement. Behavior change doesn't happen quickly enough. Holding people accountable for their behavior typically generates resistance. Many employees and managers won't like the changes that need to be made.
Make sure your consultant is willing to be in for the long term, rather than suggesting what needs to be done and disappearing. You'll need the support, creativity and experience they can bring to reassure not only you, but management and the whole organization, that the difficulties they are experiencing are to be expected. I often tell my clients if they don't experience resistance, they aren't paying attention.
Most organizations develop "communication problems" because someone is finding those problems rewarding, satisfying or expedient. Asking people to give up old behavior problems takes lots of determination, patience and consistency. The good news is, it can be done.
And, when all is finished and the new order is in place, the most common reaction is "Why did it take us so long to ask for help?" That's the best "thank you" I can hear.
__________
Since 1986, Patricia Wiklund, Ph.D. has helped some of America's largest, and smallest, organizations resolve expensive and troublesome people problems and conflicts by leveraging the strategic power of soft skills®. A former mental health professional, she is as comfortable on the front line, as on the shop floor, or in the corporate executive suite, and also works effectively in government and educational settings. Call her today at 415 641-5997, or email her at pat@patwiklund.com to discuss how she can help you put your people and organizations back on track.
An electronic version of this article is available for reprinting or reposting. Please contact Dr. Pat Wiklund for permission to reprint, and to see if there is a royalty required for reprint. If permission is granted, we request a hard copy of the publication in which the article appears. We request you include Pat's bio at the end of the piece, along with contact information, and preferably, a photo. Photo’s are available online at http://www.patwiklund.com/speaking/index.shtml#photos
For additional information, you may complete an
information form or contact Dr. Pat Wiklund directly at:
236 West Portal Ave. #349
San Francisco, CA 94127
(415) 641-5997
Email:
About Pat | Speaking | Consulting | Coaching | Info Center | Contact | Home
Copyright © 2005 Patricia Wiklund, Ph.D. All rights reserved.