2018-07-02
昨日阅读1小时，累计阅读322小时
Continue reading: “Communication — The Path to Payoff”
https://www.pmi.org/learning/tra ... rojectified-podcast
2. 今天阅读到的有价值的内容段落摘录:
Oren Klaff
Let's just suspend our belief for a moment and assume the reason the results and the payoff of the meeting, we can actually leave to the end. What do we do in the beginning, set up. Lower the dome, build this environment, establish the social ranking in the environment, and give us some specific ways to do that in a minute but there's got to be a set up and return to the big idea. I'm going to do it in a way that's new and novel but have a good set up, then we get on the path to payoff. The path to payoff is problem and then solution. What we can often do in projects is give the solution first, and then explain what problem the solution solves. There's completely backwards to how the human mind works.
we talk mostly about the problem. Because if somebody believed that what you do is hard, then they will value the solution you have. Until there is a belief in the audience and the buyer and the stakeholders mind, that the things you do are very difficult to accomplish and not many people, no-one can understands this problem at this depth. They're not going to value your solution. Solution will always be discounted if the problem that you're solving seems easy to solve.
So path to payoff is describing the problems that are involved credibly. That's where you're doing your selling. Set up. Problem - why things are difficult, then the solution and then ultimately the message you want to deliver. The payoff.
it's on a narrative art which that is enticing to the evolutionary biology of the human mind. So anytime you feel like you have to tell somebody what you're gonna tell them. It's because your story isn't strong enough to support what it is you want to talk about.
the case for change is really about problem and opportunity, it's not about solution
You really need to have the ability to deeply describe a problem and in that description, your status raises, because you're giving people new interesting information about something that they care about, as your status raises there's more trust layered in, believability, credibility happens and eventually, you reach a point and you can sense in the buyer, the audience are raising off their temperature where they have so much belief in you, that you know this area, you understand these problems and that you work on solutions in this area, they literally want to hear the solution from you.
That's important to show people you're willing to walk away if it's not right for them.
A narrative art in our context is a big idea about something new, interesting, novel and changing. Then a problem that is difficult to solve, giving their audience or buyer a sense of autotomy, we're not the only ones we just think we've chosen the right way to do it. Our solution, and then moving in to reporting the results or whatever the pay off is, the value proposition and so now you start to see, if we go back to when the problem was just information dump, right now we can take a look at all the information we have, and say how do we start hanging it on these stages of the presentation.
The human mind does not like too have the solution and the benefits delivered simultaneously. So what we have to do is unpack the solution further so the solution is what it is in black and white just the facts no editorial, how it works black and white no editorial like the Wall Street Journal is delivering it, then you can go crazy on selling it and I think this is what Project Managers are looking for, the right and the ability to sell you know without feeling promotional or salesey. Unpacking this is what it is, facts - no editorial, no overlay, no emotional content.
They don't like you to be excited and passionate about something when you are delivering facts because they know you're trying to provide emotional content at a time and sway and influence and persuasion at a time when they are just learning, remember what it is, what does it mean, what should we do. It's OK, people expect you, you bring something to the table, they expect you and want you too be behind it, passion about it, promoting it and this path or this pattern or this narrative art gives us permission to sell and be passionate, the reason you feel squishy or slimy or salesey is when you delivering facts information and suggesting a course of action at the same time. It's not how we work.
The span of human attention is 20 minutes. You should only present as long as you could be compelling.
Big ideas. New information. Novel and ways of describing things, insight on what is gonna happen next
the most highly valued people in any company in any project are people who know what's going to happen, is likely to happen in the future, that's why this big idea setup is so important. The people who know what is going to happen one quarter, two quarters, three quarters out are the most valuable people in any company in any project. So if you can provide insight, credibly on what is likely to happen next, so if you show some ability to describe what's gonna happen around the corner you will be highly regarded and then the benefit of that is your status in the pecking order it goes up, once you do that then you have a little bit more power, a little bit more control and more influence. You're the valuable person, what is valuable is you. Your insight. Your knowledge, your integrity. Your value system. Your hard work. Your relationships. Pro-tips or project professionals present only as long as you can be compelling emphasise your ability to tell what will happen in the future
3. 今天阅读的自我思考点评感想
(1) Human reasoning theory: what do we know? What does it mean? What should we do? That is the process.
(2) Solution will always be discounted if the problem that you're solving seems easy to solve. So anytime you feel like you have to tell somebody what you're gonna tell them. It's because your story isn't strong enough to support what it is you want to talk about.
(3) Set up. Problem - why things are difficult, then the solution and then ultimately the message you want to deliver. The payoff.
(4) To show people you're willing to walk away if it's not right for them.
(5) The human mind does not like have the solution and the benefits delivered simultaneously. So you need
unpack the solution further so the solution is what it is in black and white just the facts no editorial. Unpacking this is what it is, facts - no editorial, no overlay, no emotional content.
(6) The span of human attention is 20 minutes. You should only present as long as you could be compelling.
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