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1、ExecutiveArticleExecutiveArticleSueDyerTheRootCausesofPoorCommunicationrojectscomeinalltypesandsizes.Thereareinformationtechnologyprojects,strategicplanningprojects,budgetingRootCause#1FearPprojects,forecastingprojects—almostanytypeofbusiness1Fearmakes
2、teammembersfeeltheneedtoprotecttheirownactivitywillhaveaprojectassociatedwithit.Forthepast10yearsinterests.Whenwefeeltheneedtoprotect,wecertainlyarenotI'veaskedprojectteams,“fromyourexperience,whatisitthatgoingtobeopen,thereforecommunicationisgoingtobe
3、stifled.makesoneprojectsucceed?"Over95percentofteammembersWorseyet,ourcommunicationislikelytobeanargumentaboutsaidthatgoodcommunicationwasthereasonfortheirsuccess.whywearerightandothersarewrong.WefeeltheneedtostateWhenIaskedtheteams,“fromyourexperience
4、,whatisitthatourpositionandfeelunabletosolveevensimpleproblems.makesaprojectfail?”over95percentsaidthatpoorcommunica-tionwasthereasonfortheirfailures.ClearlycommunicationTip:TRUSTANDFEARCANNOTCOEXISTappearstobethekeytoprojectsuccess.Toovercomefearyoumu
5、stworktodeveloptrustamongtheAfteraskingthesequestionsof134differentprojectteams,teammembers.Trustdevelopswhenyoudowhatyousayyouareandthenworkingwitheachteamtoimprovetheirresults,Ibegangoingtodo—andbydoingyourparttohelptheteamsucceed.torealizethatoftenw
6、hattheteambelievestobea“communica-Teamsareinterdependent.Noonesucceedsunlesseveryonetion”issueisactuallyasymptomoftherealproblem—orrootpullstogether.Trusterodeswhensomeonefeelsthattheyarecause.Whenateamidentifiestheirproblemasoneofpoorcom-beingtreated“
7、unfairly.”Soalwaystalkaboutwhatisfair,putfair-munication,andthenworkstotryandresolvethe“poorcommu-nessonthetablewheneveryouseefeareruptingonyourproject.nication”issue,IfoundthatsignificantimprovementcouldnotThen,worktofindawaytoresolveissuesthatisfairt
8、oeveryonebemade.Onlybyunderstandingtherootcausecanyoueffec-involved.tivelyworktosolvetheunderlyingissue.Overtime,patternsbegantoemerge.I'veidentifiedsevenRootCause#2MisalignedExpectationsdifferentrootcausesforteamfailureforwhichtheproje
