This summary of a Harvard Business Review article — “A Better Way to Deliver Bad News” — outlines a useful process for avoiding unnecessary conflict. I won’t recapitulate the restrictive vs. open framing approach, but I have a few comments:
- I have a visceral reaction to the framing jargon. I understand it is derived from the communications theory, but if you’re going to leverage this approach I’d use “feedback” or “communication” rather than “framing”.
- The two biases are critical to understand why this technique is effective. Avoiding a “narrow”, “binary”, or “frozen” approach prevents you from missing cause/effect relationships, projecting yourself onto the situation, or putting your colleague in a win/lose corner. When coaching on open feedback, I’ve found it useful to have a personal anecdote of when a restrictive approach failed.
- It can appear artificial and sometimes I’ve been called on it (“You’re trying to criticize me without criticizing me”). When that happens, I simply describe the technique I’m using and why I’m doing it. That anecdote I mentioned earlier comes in handy too…
Hat tip: The Intelligent Leader Management Tip of the Day
Filed under: Communications, Leadership, Organizational Change Management, People Development, Performance Management, PMO, Portfolio Management, Program Management, Project Management | Tagged: framing, Harvard Business Review, Harvard Business School, Jean-François Manzoni, open feedback, open framing, restrictive framing | Leave a comment »