Project Management 6 communication

@elodescharmes
Project Management
Elodie Descharmes
Elodie.descharmes@gmail.com

@elodescharmes
Communications
management

@elodescharmes
Stakeholders (reminder)
• Power / interest matrix
Interest
Power
Manage closely
Keep informed
Keep satisfied
Monitor
“Key stakeholders”
are in this category

@elodescharmes
Communication channels
N = n(n-1)/2

@elodescharmes
Communication technology
Choose
carefully!
Urgency of the
need
Technology
availability
Ease of use
Project
environment
• Distance
• Languages
Sensitivity and
confidentiality
of the
information

@elodescharmes
Communication model :
sender and receiver

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Communication methods
Interactive Push Pull
quand j'ouvre ma boîte mail à mon retour de vacances
http://lesjoiesducode.fr/

@elodescharmes
Communication channels examples
• Daily stand-up meeting / sprint review / sprint
planning / release planning / release review
• Weekly project meeting
• Steering committee
• Key events publication
• …
• Some may be set by organizational processes
• Some are up to the project leader to define !

@elodescharmes
Performance reporting
• May include :
– Work completed during the
period
– Work to be completed in the
next period
– Summary of changes
approved in the period
– Analysis of past performance
– Analysis of project forecasts
– Current status of risks and
issues
– …

@elodescharmes
Quand un stakeholder découvre une
information importante en fin de projet
« make sure the information needs of
the project stakeholders are met »

@elodescharmes
Common communication
mistakes
• Not editing your work : mistakes (spelling, grammar…) make you look careless
• Delivering bag news by email : use nonverbal communication to soften difficult
messages
• Avoiding difficult conversations : give clear and actionable feedback, prepare
difficult conversations
• Not being assertive : be clear about your needs, say it ! Say “no” if necessary
• Reacting, not responding : avoid emotional reactions, it can damage your reputation
• Not preparing thoroughly
• Using a “one-size-fits-all” approach to communication
• Not keeping an open mind when meeting new people
• Assuming that your message has been understood
• Accidentally violating other’s privacy
http://www.mindtools.com/pages/article/common-communication-mistakes.htm

@elodescharmes
Negative Feedback (criticism) Tool : DESC
• Describe : facts, quotes (validate)
• Express : opinion, feelings (“I”)
• Suggest : proposal, no orders (SMART)
• Consequences : (positive) result for the other person(s)
No accusation, never « you are… »
 use “I”
Plus votre feedback est
exprimé violemment, moins il
sera entendu…

@elodescharmes
Non-verbal communication
• According to
Albert Mehrabian
– Total Liking =
7% Verbal Liking
+
38% Vocal Liking
+
55% Facial Liking
Please note that this and other
equations regarding relative importance
of verbal and nonverbal messages were
derived from experiments dealing with
communications of feelings and
attitudes (i.e., like–dislike).

@elodescharmes
Body language
Posture Eye contact Hands and arms
Confidence tall solid purposeful and
deliberate gesture
Defensiveness body physically turned
away
little contact, or
downcast
small and close to the
body
Disengagement head down, sitting
slumped in chairs
eyes glazed, or gazing
at something else
hands picking at
clothes, or fiddling
with pens
Lying body physically turned
away, or unusual/un-
natural body gestures
little or no eye contact,
or rapid eye
movements
hand or fingers in front
of the mouth
One size does NOT fit all !!!

@elodescharmes
focus : des réunions utiles
• Une réunion coûte cher !
– coût = salaire horaires * nombre de participants + …
• (En France) on a souvent la réunionite (aigue)…

@elodescharmes
• Les bonnes questions à se poser avant la réunion
– La réunion va-t-elle se dérouler ?
• Fixer une date ni trop tôt ni trop tard. Idéalement proposer 4
créneaux trois semaines avant la date prévue.
– ….avec les bons participants ?
• Les personnes présentes sont-elles les bonnes ?
– « assommer » un hiérarchique en transformant une réunion d’avancement
en réunion technique
– faire une réunion sans savoir précisément ce que l’on attend des
participants
– vouloir entériner une décision … sans le décideur
– Pourquoi investit-on du temps ?
• Préparer la réunion : 1h de réunion = jusqu’à 4h de préparation
(tous les participants à la réunion peuvent avoir une tâche de
préparation et on doit leur avoir rappelé laquelle)

@elodescharmes
• Pendant la réunion
– Avant de commencer : balayer les objectifs de la réunion
• ordre du jour + tour de table des sujets + rappel de la préparation
effectuée
– Deux rôles à tenir
• L’animateur est le garant de l’efficacité / temps et de l’ordre du jour
• Le secrétaire rédige et envoie le compte-rendu
– Qu’est-ce qui a été décidé ? Concrètement ?
• Un compte-rendu doit déboucher sur des objectifs d’action précis
• RIDA (voir slide suivante)

@elodescharmes
• Relevé d’R
• InformationsI
• DécisionsD
• ActionsA

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CULTURAL DIMENSIONS

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Cultural Dimensions
https://www.hofstede-insights.com/models/national-culture/
Dr Geert Hofstede
(psychologist), 1970s
“National Culture
cannot be changed,
but you should
understand and
respect it.”
Geert Hofstede

@elodescharmes
Hofstede's Six Dimensions of Culture
Professional tips
Power Distance Index (PDI)
PDI Characteristics Tips
High PDI
 Centralized organizations.
 More complex hierarchies.
 Large gaps in compensation,
authority and respect.
 Acknowledge a leader's status.
As an outsider, you may try to
circumvent his or her power, but
don't push back explicitly.
 Be aware that you may need to
go to the top for answers.
Low PDI
 Flatter organizations.
 Supervisors and employees are
considered almost as equals.
 Delegate as much as possible.
 Ideally, involve all those in
decision making who will be
directly affected by the decision.
https://www.mindtools.com/pages/article/newLDR_66.htm

@elodescharmes
Professional tips
Individualism Versus Collectivism (IDV)
IDV Characteristics Tips
High IDV
 High value placed on people's time
and their need for privacy and
freedom.
 An enjoyment of challenges, and an
expectation of individual rewards for
hard work.
 Respect for privacy.
 Acknowledge individual
accomplishments.
 Don't mix work life with social life
too much.
 Encourage debate and expression of
people's own ideas.
Low IDV
 Emphasis on building skills and
becoming master of something.
 People work for intrinsic rewards.
 Maintaining harmony among group
members overrides other moral
issues.
 Wisdom is important.
 Suppress feelings and emotions that
may endanger harmony.
 Avoid giving negative feedback in
public.
 Saying "No" can cause loss of face,
unless it's intended to be polite. For
example, declining an invitation
several times is expected.

@elodescharmes
Professional tips
Masculinity Versus Femininity (MAS)
MAS Characteristics Tips
High MAS
 Strong egos –
feelings of pride and
importance are
attributed to status.
 Money and
achievement are
important.
 Be aware of the possibility of differentiated gender
roles.
 A long-hours culture may be the norm, so recognize
its opportunities and risks.
 People are motivated by precise targets, and by being
able to show that they achieved them either as a group
or as individuals.
Low MAS
 Relationship
oriented/consensual.
 More focus on
quality of life.
 Success is more likely to be achieved through
negotiation, collaboration and input from all levels.
 Avoid an "old boys' club" mentality, although this
may still exist.
 Workplace flexibility and work-life balance may be
important, both in terms of job design, organizational
environment and culture, and the way that
performance management can be best realized.

@elodescharmes
Professional tips
Uncertainty Avoidance Index (UAI)
UAI Characteristics Tips
High UAI
 Conservative, rigid and structured,
unless the danger of failure requires a
more flexible attitude.
 Many societal conventions.
 People are expressive, and are
allowed to show anger or emotions, if
necessary.
 A high energy society, if people feel
that they are in control of their life
instead of feeling overwhelmed by
life's vagaries.
 Be clear and concise about
expectations and goals, and set
clearly defined parameters. But
encourage creative thinking and
dialogue where you can.
 Recognize that there may be
unspoken "rules" or cultural
expectations you need to learn.
 Recognize that emotion, anger and
vigorous hand gestures may simply
be part of the conversation.
Low UAI
 Openness to change or innovation,
and generally inclusive.
 More inclined to open-ended learning
or decision making.
 Less sense of urgency.
 Ensure that people remain focused,
but don't create too much structure.
 Titles are less important, so avoid
"showing off" your knowledge or
experience. Respect is given to those
who can cope under all
circumstances.

@elodescharmes
Professional tips
Pragmatic Versus Normative (PRA)
PRA Characteristics Tips
Pragmatic
 People often wonder how to know
what is true. For example, questions
like "What?" and "How?" are asked
more than "Why?"
 Thrift and education are seen as
positive values.
 Modesty.
 Virtues and obligations are
emphasized.
 Behave in a modest way.
 Avoid talking too much about
yourself.
 People are more willing to
compromise, yet this may not always
be clear to outsiders; this is certainly
so in a culture that also scores high
on PDI.
Normative
 People often want to know "Why?"
 Strong convictions.
 As people tend to oversell
themselves, others will assess their
assertions critically.
 Values and rights are emphasized.
 Sell yourself to be taken seriously.
 People are less willing to
compromise as this would be seen as
weakness.
 Flattery empowers

@elodescharmes
Professional tips
Indulgence Versus Restraint (IVR)
PDI Characteristics Tips
High
Indulgence
 Optimistic.
 Importance of
freedom of speech.
 Focus on personal
happiness.
 Don't take life too seriously.
 Encourage debate and dialogue in
meetings or decision making.
 Prioritize feedback, coaching and
mentoring.
 Emphasize flexible working and
work-life balance.
High
Restraint
 Pessimistic.
 More controlled
and rigid behavior.
 Avoid making jokes when engaged
in formal sessions. Instead, be
professional.
 Only express negativity about the
world during informal meetings.

@elodescharmes
Cultural Dimensions : France
• POWER DISTANCE : 68 (high)
– Children / parent dependant  teachers  superiors
– Inequality is accepted
– Power centralization (companies, government,
geographically…)
– French companies have normally one or two
hierarchical levels more than comparable companies in
Germany and the UK
– Superiors have privileges and are often inaccessible
– “grandes écoles”, diploma

@elodescharmes
• INDIVIDUALISM : 71 (high)
– individualist society
– one is only supposed to take care of oneself and
one’s family
– The French combination of a high score on Power
Distance and a high score on Individualism is
rather unique and creates contradiction

@elodescharmes
• MASCULINITY : 43 (rather low)
– somewhat Feminine culture
– welfare system (securité sociale), the 35-hour working
week, five weeks of holidays per year…
– focus on the quality of life
– Unique characteristic : the upper class scores Feminine
while the working class scores Masculine.
(This characteristic has not been found in any other
country)

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• UNCERTAINTYAVOIDANCE : 86 (high)
– The French don’t like surprises.
– Structure and planning are required.
– Strong need for laws, rules and regulations to structure
life (however, doesn’t mean that most Frenchmen will
try to follow all these rules – high PDI)
– Need for emotional safety valves (high PDI, IDV and
UAI)

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• LONG TERM ORIENTATION : 63 (high)
– Pragmatic
– people believe that truth depends very much on
situation, context and time
– ability to adapt traditions easily to changed
conditions
– perseverance in achieving results

@elodescharmes
• INDULGENCE : 48 (middle)
– Combined with high UAI : French are less relaxed
and enjoy life less often than is commonly
assumed.
– Indeed, France scores not all that high on the
happiness indices.

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Cultural Dimensions
https://www.hofstede-insights.com/country-comparison/

@elodescharmes
Communication game
• Faire passer un message : raconter une histoire
• Répondre aux questions : interruptions avec questions simples
• Etre sensible et « empathique » avec son auditoire : reproduire les
gestes de la personne assise en face
Fait des
gestes
Raconte une
histoire
Reproduit les
gestes
Répond aux
questions
Posent des
questions
simples

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