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Better Communication with Non-Technical People?
tinpan asks: "I've got a communication problem. When non-technical managers ask me to explain technical choices, they often make choices I recommend against and they later regret. I can tell that they do not understand their choice because of how they are explaining things to each other, but they usually refuse further explanation. So, it's time for some education. I want to get better at communicating technical subjects to non-technical people. More accurately, I want to get better at helping non-technical people make better technical decisions and I'm willing to accept it may include some understanding of 'selling your idea.' What advice do my fellow readers have in accomplishing this? What books, online courses and/or seminars do you recommend and why?"
Give your manager 3 choices. The first choice won't quite solve the problem. The second choice costs way too much. The third choice is the one you want him to pick.
Absolutely. Typically, when someone is non-technical and asks me a technical question, I ask them why they want to know. When they tell me the problem, I tell them how to solve it. When they ask if there is another way to solve it, I say I wouldn't recommend any other way. Even if I have a few alternatives up my sleeve, I don't offer them.. it only confuses the non-technical person.
The worst is when the non-technical person asks a room full of technical people for a solution to a problem. You usually get a whole lot of really poorly thought out solutions. Sometimes, however, you will get one good solution.. and the non-technical person will ask a lot of questions about how this is going to effect business needs of some description. This is bad. If this is your solution, you should immediately suggest that you will follow up with the non-technical person at a later time.. or immediately take them out of the room.
Because you know what's coming? An alternative. Typically a worse alternative. This happens all the time. Technical people love to bring up poor solutions to problems and contrast them against the better solution. They think the non-technical person is going to see why the best solution is better if they can see the reasoning behind why the worse solutions are worse. They want to elevate the conversation out of talking about business needs and back into the technical realm. This is guarenteed to confuse the non-technical person.
The result of which will be the wrong decision. And who gets to clean up the mess? Yeah, we do.
How we know is more important than what we know.
Cialdini's Influence: The Psychology of Persuasion might be what you're looking for.
Learn the rules so you know how to break them properly.
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Non-technical people (read: bean counters) like to have slow, soothing explanations, not a lot of jargon laden speechifying. Sometimes, it takes some leveling of your personal technical hubris to ratchet it down a notch, but if you want your IT life to be simple, you have to explain things in terms they'll understand.
None of this requires a book, a seminar or a conference. It's internal, and if you don't learn it intuitively, you won't use it properly.
-jim
Without trying to vitriolic, I did say start reading CIO magazine or whatever it takes. Managers read magazines, talk to their peers, or watch the news etc. to find out what is happening in the world, and they are more often motivated by the CIO (due to SarbOx rules) than anything else lately. If you don't EDUCATE yourself in order to communicate on their levels you will never get through to them no matter how elegant or cost efficient your proposal is.
I'm not going to tell you to trust me on this, but I will say that if you don't learn to communicate effectively with the audience that you are trying to appeal to, you will never get anywhere no matter what your message is. This is why we see so much political posturing during elections; they are trying to appeal to the voters - their audience.
At every level of business, you have to be political. The absolutely largest part of politics is relating to your intended audience. If you need to take speaking classes, finance classes, whatever... do something so that you can relate to your audience in a way that is EASY for them to understand.
Is that a bit more clear?
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Don't feel bad about it. You can't avoid other people's mistakes, they have to make their own. That girl will probably remember your advice for the rest of her life.
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As much as I hate it, zappepcs is exactly right on this. Management will not adjust itself to your terms. You need to adjust to their terms and concepts, or find new management (e.g. change jobs ... yeah, there are vast differences in managers).
Things to especially keep in mind include: 1: Express the issue in business terms, including short and long term costs, impact on revenues and sales, legal liabilities, and a thorough risk analysis (risks not only of a paradigm shift in technology, but also a shift in markets, staffing, etc). ... and 2: Give managers choices, but not too many. Two choices can usually work. Three or Four choices is better, even if one or two are obviously bad choices. More than that is probaby too many (depending on the complexity of the issue).
Put it in writing. Summarize entirely in not more than one page, better if it is one or two paragraphs. The whole report shouldn't be more than 2 to 6 pages, shorter is better. Then just say the full details can be made available if needed (they usually don't want it, but some will). And include your recommendation and why in one paragraph. The higher level the manager is, the shorter all this usually needs to be.
now we need to go OSS in diesel cars