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The moment the client's request is determined to be impossible, the only problem can be communication and the engineer's assumptions must be challenged. Instead
by mrpoptart 13y ago
The moment the client's request is determined to be impossible, the only problem can be communication and the engineer's assumptions must be challenged. Instead of feeling that he is an "expert," he should try to understand what the client actually wants. Instead of asking questions to point out how the client's request is wrong, he could have asked questions about how to clarify the problem -- "what purpose do the red lines serve?" "why did you choose green ink?" etc.
- Evgeniuz 13y agoBut he asked "Can you describe, what the end result should look like?"
- jrochkind1 13y agoThat's actually completely different though. I'm always trying to get my internal stakeholders to NOT describe what they think the end result should look like, but to describe WHY they want it, what they want to accomplish, and let me help figure out what the end result should look like to accomplish that. I'm not saying it's easy.
- chime 13y ago> "what purpose do the red lines serve?" "why did you choose green ink?" etc. Our market research and focus groups have shown that these are the best specifications for our product line. They will improve sales and reach a wider audience. The transparency will especially give us a competitive advantage in the emerging 7 line market.
- grrowl 13y agoGood engineers should employ empathy, as long as good clients provide insight into their problem. When a client provides their vision of a finished solution, engineers become stubborn. Great engineers or clients will put much more effort into closing that gap.