3 ms·
Point 1 resonated with me (and its value outweighs that of the others by an order of magnitude IMO): > When the plan is foggy, that’s the moment to communicate
by cjcenizal 9y ago
Point 1 resonated with me (and its value outweighs that of the others by an order of magnitude IMO):
> When the plan is foggy, that’s the moment to communicate as broadly as possible. In fact you should not frame it as a plan, you frame it as the situation and the final state you want to achieve. When you have a detailed plan, that’s when you DON’T need to communicate broadly. So, clearly state the situation and clearly state the foggy goal to everyone who will listen.
This is a great way to clarify a complex problem, draw out and resolve disagreements in understanding, enlist others’ help, and methodically arrive at the optimal solution. It also works well for all kinds of problems, whether they be engineering-related, organizational, or interpersonal.
- abraae 9y agoThis really is an exceptionally good article, written by a pragmatic and insightful student of working life. I have often experienced the following but could never have described it as elegantly: > Incompetence is fiercely gregarious while knowledge is often fractious; the reason for this is that raw ideas transfer more easily through untrained minds than refined ideas transfer through trained minds. There’s a reason why large organisations focus so much on simple messages, pity that difficult problems often have simple solutions that don’t work.
- deleted 9y ago[deleted]