Communicating Ideas through Logical Reasoning

Author: Arindam Banerjee IIM Ahmedabad

Content provided by Ms. Sarah Smith Ex- Communication Director, Mckinsey & Co is appreciated

Why spend time on communication?

Well organized and successful communication will:

Save time and effort Help people move up the value creation path Enable individuals to avoid simple, common mistakes that can have very painful consequences.

Typical communication is far too focussed on the person doing the communication, not the audience therefore it is not effective

No main message No context Too much process Analysis vs. answers

Therefore, successful communication

Addresses the audiences needs and preferences Begins and ends with the main message Synthesizes points rather than summarizing them, always answering the So What Starts and ends with critical reasoning

Exercise 1: Main Message

Putting ideas concisely The implication that can be derived from a set of ideas

SUMMARY:
Ive lost my keys and passport and am behind on my taxes

SYNTHESIS:

I have been sloppy

FACTS:
I have misplaced my keys

My passport isnt where I thought it was Im 2 months behind on my tax return

Exercise 2: Main Message

Putting ideas concisely The implication that can be derived from a set of ideas

SUMMARY:
The new system is more accurate and less expensive than the old; however, it will take a long time to implement

SYNTHESIS:
We should start on a new system immediately while making the old system more cost effective

FACTS:
The new system is more accurate but will take a long time to implement

The old system has too many errors and costs the company too much money

Articulating the main message

The main message should

Answer the primary question of the reader one sentence Be simple, succinct and sufficient Recognize the audiences concern Provide the lead for the structure of the rest of the document
It can be a recommendation, a synthesis of findings, or and implication

Checklist for articulating the main message

Is your main message

The So What of your findings and recommendations? An answer to the audiences primary question? Shareable within 30 seconds? A synthesis vs summary?

Does it address the one thing you want your audience to remember? Have you focused on what readers need to know vs what you want to tell them? Are the level and type of information what listeners need and prefer?

Creating a compelling structure

Creating a compelling structure

Helps the audience see the big picture and how your points support it Helps you organize your thinking around the central question Makes life easier when you need to develop a presentation Can focus your analysis when developed early enough

Hierarchical Groups

Sequenced Logical Flow

Hierarchical Groups Pyramid Principle

MAIN MESSAGE

SO WHAT?

SUPPORT

FOR

THE MESSAGE

Two to five separate but similar dimensions that answer one question per level Do not overlap or leave important gaps in the structure Are at the same level (one couldnt support another one)

Sequenced Logical Flow an argument can be compelling if it is done correctly

MAIN MESSAGE
So what? the main message should be similar to the Resolution

SITUATION

COMPLICATION

RESOLUTION

WHY NEED A RESOLUTION ??

WHAT/HOW IS THE RESOLUTION ??

Checklist for creating a compelling structure

Is the main message clear, supported by the data and a synthesis vs a summary? Does your story
Answer the main question? Address potential issues/questions the reader may raise? Help you focus your analyses and problem-solving?

Does the structure you choose fit the data and your goal?
Hierarchical Grouping
Uses dierct ideas of the same kind/level works when cant make links between points

Sequenced Logical Flow

Requires each point to work with others in a sequence to build up Creates a strong case for a final resolution Demostrates this is the only course of action

Finally, analyse your readership to establish communication objectives..

What are the readers main
Hopes Fears Hot buttons

What is the goal for the communication (e.g., what action/response do you want to occur)? What are the most effective communication vehicles to use with your reader/audience? What are the audiences /readers communication preferences (e.g. detailed vs. high level, presentation vs verbal discussion etc.) Does your communication objective require a series of communication?

Exercise: For the document to be reviewed(see next slide onwards)

Find out the: 1. Structure of Communication 2. Deficiencies in the Structure 3. How can you improve it ?

Reorganization of GSC
Announcement

But going forward we have challenges to be addressed and resolved

We largely remain a team that provides analytical support, delivering ad hoc projects to Home Office teams We have very few functions and capabilities in the Bangalore office that we own and control Work flow greatly fluctuates at times and is not within our control Most of us directly report into a US management hierarchy that is distant and not always in a position to provide timely support We have questions regarding the long term implications of such varied job content and remote reporting relationships on our career path We have issues about long term job satisfaction in the current organization structure

Current Structure was appropriate for a good startbut now we need to change

CL Management has agreed to organization restructuring to address some of the challenges identified
Bangalore-based resources will be reorganized into pods of at least 4-5 and entrusted with responsibility for identified tasks / projects. All pods will have a AVP/Manager who will have responsibility of managing the team and delivering projects on time. Functional groups (e.g. RSA, MQS, PM, Forecasting) may have multiple pods that all report into a Functional Team Leader (usually at the level of AVP). The Functional Team Leader may also have additional responsibilities of managing his/her own pod. The Functional Team Leader will report into a US-based manager (usually a Director or Group Director). The Functional Team Leaders will also report into the VP-Analytics for office coordination and administrative issues.

Proposed Bangalore Structure

US Manager Director / Group Director 1

VP Analytics Bangalore

US Manager Director / Group Director 2

AVP Bangalore

Manager Bangalore

Manager Bangalore
4 - 5 FTEs 4- 5 FTEs
Functional Reporting Admin Reporting

4 - 5 FTEs

How does this new structure affect my work life ???

More focused and steady work content Opportunity to work in teams rather than work one-off with a remote manager Clearer reporting structure Creation of managerial hierarchy in Bangalore focused on project mentoring, supervision and guidance. More opportunities for career progression in Bangalore with the establishment of management hierarchy Better job satisfaction through ownership and responsibility of tasks and projects over time. Better recognition of our Bangalore-based resources contributions to policymaking

What will remain unchanged ?

Our current functional affiliations no significant cross functional movement of resources are planned. Our flexibility to work with resources based in the Home Office Our flexibility to look for opportunities for career enhancement across functions and work sites within the ambit of GSC policies

When do we transition to the new structure ??

Mid July is the proposed start of the transitioning you will be notified of a date Dheeraj, Rachana and Vivek will take over their responsibilities of managing a specific Functional Team at that time They will communicate the team organization upon taking over For the Functional Teams that do not have leaders at present, Steve and Arindam will provide support with the respective US Manager(s) until we identify appropriate resources to take over We plan to move to the new structure entirely by mid- end September 06.

FOR NOW, DO NOTHING DIFFERENT UNTIL FURTHER NOTIFICATION FROM STEVE

Q&A Session
- No main message - Every slide has a title to leading into the story - Presentation structured into context, complication and resolution