Managing expectations is crucial for defining the desired outcome of any situation and paving the way toward an attainable goal. In my previous blog post, ACE Principle Part II, I delved into the A components of the ACE principle. In this blog post, Part III, I will focus on the C components: Communication and Conscientiousness, and how they impact the fulfillment of expected outcomes.
Communication
Communication is an art that requires, in order to be more communicatives, a quick mind and a resolute attitude. We can dictate the characteristics of a message through different tones, word sequences, and diction. Mastering communication skills help us carry our message in a more impactful way, influencing our audience’s thoughts, beliefs, perceptions, and attitudes. It’s essential to consider the quality of communication between counterparts and ensure that it is courteous, continuous, and reciprocal, increasing the possibility of an attainable outcome.
Furthermore, identifying the type of communication flow that dominates the situation is critical.
– Upward communication is hierarchical, with directions coming from the top and propagating downwards to the workforce. – Downward communication runs in the opposite direction, with instructions originating at the lower levels of an organization and flowing up to higher levels. – Horizontal communication takes place between employees at the same level, promoting cooperation and problem-solving. – Finally, multi-directional communication employs various methods, including upward, downward, and horizontal, and works best when the communication systems and expectations are clear to all members of an organization.
Conscientiousness
Conscientiousness is the second component of the C acronym. Here we refer to the reliability of the members contributing to a project. Are the participants willing to perform tasks well and take their obligations seriously?
The reliability aspect has been long considered a black box since we tend to know the importance of this factor in the expectation process but its internal working is never fully disclosed. Consequently, a priori we have no experience with how the team members will relate to their duties and active participation cannot be extrinsically forced.
Given the volatility of this variable, it is recommended to enlist the tasks and responsibilities of each participant which not only defines the degree of accountability but opens the possibility to take corrective actions toward the desired outcome.
Conclusion
To conclude, it is compelling to say that being aware of the characteristics, quality, and type of communication increases the possibility of an attainable outcome. Moreover, defining the duties and responsibilities of the participants will contribute to the achievement of the goal while aligning with the desired expectations.
In the next post of the ACE series, I will discuss the E variables in detail. In the meantime, I encourage you to continue to use the ACE principle!
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