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Transcript of 1 Understanding Engineers 201 Resolving Communication Issues WFOA Annual Conference September 20,...
1
Understanding Engineers 201Understanding Engineers 201
Resolving Communication IssuesResolving Communication Issues
WFOAWFOA Annual ConferenceAnnual Conference
September 20, 2007September 20, 2007
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Communicating with an Communicating with an engineer is only slightly more engineer is only slightly more difficult than communicating difficult than communicating with the dead.with the dead.
Lorren “Rus” Stiles, Sr.
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Presentation Overview
Types of Communication Problems/Issues
Where & When Communication Problems/Issues Occur
People/Position Communication Styles
How to Get What Is Needed (Solutions)
Questions
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Types of Communication Problems/Issues
Perspective Education Staff to Staff,
Manager to Manager Accountability
Engineers: Regulators Finance: Rate Payers Both: Mayor, Council/Board
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Types of Communication Problems/Issues (con’t) Approach for Projects
Engineers: Beginning, Middle, End Finance: Ongoing
Goals Engineers: Get the project finished Finance: How to pay for the project
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Types of Communication Problems/Issues (con’t)
Acronyms GASB vs. PS&E YTD, FY, CY DOT vs. WSDOT TSS, BOD, MBR ERU, ESFU, DUE
Interpretation of Meetings
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When/Where Problems Occur Budget Time
Instructions from Finance Responses from Engineering
CIP, Master Plans Future O&M Expenses Grant Writing Year End Reporting
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When/Where Problems Occur (con’t)
Stages of Projects Each stage of an
engineering project provides different financial information
Changing costs of projects cause changing financing needs
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When/Where Problems Occur (con’t)
Political Will Political Will
Political Will Political Will
Regulatory Requirements
Public Health and Safety
Economic Development
Tied to Community Goals
Opportunity Costs/Scheduling Coordination
With Road Projects, etc.
Replacement Needs
Funding Availability/Rate Impact
Prioritizing Projects
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People/Communication Styles
ASSERTIVENESS
RESPONSIVENESS
LESS
LE
SS
MORE
MO
RE
ASK
TASK
PEOPLE
TELL
Figure from “People Styles at Work”, Bolton & Bolton, 1996
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People/Communication Styles
Figure from “People Styles at Work”, Bolton & Bolton, 1996
ANALYTICAL DRIVER
EXPRESSIVEAMIABLE
Less Assertivenessand
Less Responsiveness
More Assertivenessand
Less Responsiveness
More Assertivenessand
More Responsiveness
Less Assertivenessand
More Responsiveness
PW Directors ?
Finance Officers?City Engineers ?
Planners ?
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Anticipated Behaviors
Information from “People Styles at Work”, Bolton & Bolton, 1996
ANALYTICALS DRIVERS
EXPRESSIVESAMIABLES
• Cool
• Distant
• Formal
• Conservative
• Logical
• Impersonal
• Secretive
• Organized
• Demanding
• Factual
• Warm
• Agreeable
• Cooperative
• Careful
• Quiet
• Stimulating
• Unstructured
• Enthusiastic
• Outgoing
• Personal
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When Strengths Becomes Weaknesses - Overuse
Figures from “People Styles at Work”, Bolton & Bolton, 1996
DRIVERS• Independent• Results-Oriented• Candid• Pragmatic
Strengths Weaknesses• Poor Collaborator• Impersonal• Abrasive• Shortsighted
EXPRESSIVES• Articulate• Fast-Paced• Visionary• Fun-loving
Strengths Weaknesses• Poor Listener• Impatient• Impractical• Distracting
ANALYTICALS• Prudent• Painstaking• Task-Oriented• Systematic
Strengths Weaknesses• Indecisive• Nitpicky• Impersonal• Bureaucratic
AMIABLES• Diplomatic• Dependable• Supportive• People-Oriented
Strengths Weaknesses• Conflict Avoider• Dependent• Permissive• Inattentive to Task
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People Styles In Stress
ASSERTIVENESS
RESPONSIVENESS
Less
Less
More
More
Figure from “People Styles at Work”, Bolton & Bolton, 1996
Analytical Driver
ExpressiveAmiable
ACQUIESING
AUTOCRATICAVOIDIN
G
ATTACKING
Secondary Back-up
Secondary Back-up
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So… How Do We Get Along? Your style is based on other’s perceptions of you
Flexibility or Style Flex
Not Manipulation or Conformity Does not mean changing point of view Change your behavior not theirs “Process” of interaction, not “content” Temporary Adjustment
4 Step Process
“Style flex is not about changing the other person; it’s about changing yourself.”
Bolton
IDENTIFY PLAN IMPLEMENT EVALUATE
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People Styles SummaryPW Directors ? Planners ? Planners ?
Finance Officers ?City Engineers ?
DRIVER EXPRESSIVE AMIABLE ANALYTICAL
Primary Need
Results RecognitionPersonal Security
To be Right
Allow to Save
Time EffortRelationships
Face
Needs Climate that
Allows to build own structure
Inspires to their goals
SuggestsProvides detail
Take time to be
Efficient Stimulating Agreeable Accurate
Support Their
Conclusions & Actions
Dreams & Intuitions
Relationships & Feelings
Principles & Thinking
Provide Answers to
What Who Why How
For Decisions, Give
Options & Probabilities
Testimony & Incentives
Guarantees & Assurances
Evidence & Benefits
Style Specialty
Control Social Supportive Technical
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Possible Solutions
Use Communication Tools & Techniques Know their “style” and be ready to flex Set up communications plan up front
Complexity = more communications Match medium to information
request/transfer “Don’t just say it, write it!”
Make the time Information requests
Formatted example Detailed instruction procedure Follow up
“Seek first to understand and then to be understood” Stephen Covey
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Possible Solutions
Set team meetings Kickoff - Share
requirements/expectations Engineering - Delivery schedule
Help me figure out how to fund it Help me meet my schedule
Accounting - Get #s right Give me good estimates Watch the #s – we only have so much
money available
“Seek first to understand and then to be understood” Stephen Covey
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Possible Solutions Set team meetings
Discuss funding and project risk areas – make contingency plans
Explain terminology Regularly schedule communications per plan Identify and communicate early on issues Recognize problems are still going to happen
Describe how to manage change orders/contingency budget
Collaborate to develop solutions
“Seek first to understand and then to be understood” Stephen Covey
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Possible Solutions
Find commonalities/build relationships – not “Us” vs. “Them” Regulatory stresses “How is the project going?” Get to know personal interests
Let’s apply these tools
“Seek first to understand and then to be understood” Stephen Covey
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Questions