#6 Communication Business

IT is an underappreciated acronym. It has become almost a word in its own right. People say "IT" and mean "computers, internet, software and all the other digital tools and systems". Rarely do they stop to consider that "I" stands simply for "Information". While we can define the smallest unit of information as a bit, dealing with larger amounts of information becomes troublesome. We create models, structures, logical rules of transmitting, storing, and altering information - trying to tame all the wild data roaming the real world. But while doing so, we quickly run into two problems:

1. The real world is incredibly complex and, by extension, our computer systems become too complex for any single mind to fully comprehend.

2. We need to somehow translate the raw data into structures that programming frameworks can understand.

Both statements boil down to one insight: the main problem with IT Projects is not technology and algorithms - it's communication. And this is not a new sentiment - the raising complexity was already noted in 1970s with this (alleged) statement from Edsgar Dijkstra:

"As a result of all this, the average computer programmer now finds it extremely hard to keep up with the complexity of modern software systems. Most systems are now so complex that they can no longer be fully understood by a single person"

And a decade later Tom deMarco echoed this sentiment in his best-selling "Peopleware: Productive Projects and Teams":

That's a lot of communication! Fortunately, there are ways not to drown in all the information buzz flying around. Some of these strategies were already covered in #3.3 Boxes and Drawers post so we won't go through that again. Instead, I want focus on the outbound communication - sharing some advice to make your communication more effective:

1. Leverage different channels
   You have dozens of ways to communicate: direct emails, distribution groups, phone, text, documents, ticketing systems, comments, groups spaces, physical posters, face to face meetings, town halls, flyers, water-cooler talks - use them all! But use them wisely!
   If you send an all-team email with every new initiative or idea, your emails will soon be auto-routed to Spam folder. You don't have to call a person every time you want to setup a meeting (been there on receiving end - do not recommend) - calendar invite is not only less intrusive, but also shows you if the person is available. Chats and mails are asynchronous by nature, so give people chance to choose when they process the information. And don't underestimate informal setups and meetings - often, you learn and convey more in simple chat over a cup of coffee, than in the most polished, concise, and fine-tuned email.

2. Don't assume communication has taken place
   Citing the Prosci Change Management group "[as] a rule of thumb is that employees need to hear a message five to seven times before that message is cemented into their thinking".
   Don't assume people read you email. Don't assume they will remember what you've talked about during last Tuesday's meeting. If the message is important - repeat it, or make it easy to find it later.
   Also, aim for "just-in-time" - if a person can act on the information right away, it will not only pick their interest easier, but also give them opportunity to interact with it and "cement" it in their memory. 

3. Carefully choose audience
   Remember the point above? Five to seven times, right? Let me stop anyone who just scheduled 5 emails their's department's structure update that will be send over next month to every employee. They don't care. Instead, give the heads-up and follow-up to people directly involved with your department. For everyone else, put it somewhere in shared HR system and move on with your life. They'll find it when they need it.
   And remember, choosing your audience is not only about deciding who you will communicate with - it is equally important to decide what you want to communicate and how. Business outcomes or technical considerations? A formal RFP, or an elevator pitch? Sharing a fireside anecdotes, or creating a case-study? Choose carefully.

4. Change it, while keeping it uniform
   That one's tricky. You want to keep your information fresh - nobody will slog through a wall of plain text on your weekly newsletter. At the same time, you want to keep a uniform style to help them easily find their way and recognize the patterns. My take on it is two-fold.
   Firstly, if the message is to be persisted and referenced in the future - stick to a template. Define a good naming convention so it's easily searchable (e.g. "Application [ABC] - Release Notes ver.[XX-YY-ZZ]"). Break content into clearly separated sections, so people can quickly find parts they are interested in ("Oh, let's see what new <<UI Components>> are available in this version").
   Secondly, design style for different channels and different audiences - you can make your messages as fancy (or as plain) as needed, but try to adjust the "fanciness" depending on the channel, while keeping some elements uniform to show the messages are conntected. Hashtags are a nice and easy way to do it, just keep them styled the same way (#ConsultingTheDelve, right?). But visual clues like icons, logos, or common phrases work as well.