How Might That Be True?

It’s obvious in retrospect, but I found a distinction between low-friction communication and high-friction communication.

By low-friction, I mean *person A* doesn’t have to work that hard for *person B* to get a point.

I find low friction scenarios are often cases where *person B* starts with the mind-set “how might that be true” and they help *person A* tease out, or make their point.

The starting point is collaboration — two people working to understand the message.

I find high-friction scenarios are often cases where *person B* starts with the mind-set “let me tell you how you’re wrong.”

It’s really easy among a bunch of engineers to rip ideas apart.

The trick I found is to first ask, “how might that be true?”

This gets over the potential hump that maybe while the delivery was off, there was merit in the message (or a concept needs help to be teased out) and it certainly builds more rapport than starting off as a devil’s advocate.

5 Questions to Find Bottlenecks on High-Performance Teams
Agile Results for Teams and Leaders
Cutting Questions
High-Performance Teams are Individuals at Their Best
How To Lead High-Performance Teams the Agile Way
Kanban for High-Performance Teams
NLP for High-Performance Teams