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Jurgen Appelo calls himself a creative networker. But sometimes he's a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch guy. Since 2008 Jurgen writes a popular blog at, covering the creative economy, agile management, and personal development. He is the author of the book Management 3.0, which describes the role of the manager in agile organizations. And he wrote the little book How to Change the World, which describes a supermodel for change management. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. After studying Software Engineering at the Delft University of Technology, and earning his Master’s degree in 1994, Jurgen Appelo has busied himself starting up and leading a variety of Dutch businesses, always in the position of team leader, manager, or executive. Jurgen has experience in leading a horde of 100 software developers, development managers, project managers, business consultants, service managers, and kangaroos, some of which he hired accidentally. Nowadays he works full-time managing the Happy Melly ecosystem, developing innovative courseware, books, and other types of original content. But sometimes Jurgen puts it all aside to spend time on his ever-growing collection of science fiction and fantasy literature, which he stacks in a self-designed book case. It is 4 meters high. Jurgen lives in Rotterdam (The Netherlands) -- and in Brussels (Belgium) -- with his partner Raoul. He has two kids, and an imaginary hamster called George. Jurgen has posted 145 posts at DZone. You can read more from them at their website. View Full User Profile

It's Only Communication When There's Verification

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One-way messages don’t count as “communication.” The traditional way of thinking of communication as “the transmission of information from one person to another” is wrong, wrote Alistair Cockburn in Agile Software Development.

To explain this, let us review what actually happens when you intend to “communicate” something to me. Your intention results in a translation of what you actually mean, according to your own internal model of the world, to some physical actions on your part, like speaking words, modulating pitch, speed, and volume, gesturing with your hands, moving your facial muscles, typing text into a device, or writing something on a piece of paper. This first part of our communication already has plenty of opportunity to invite problems to creep in, because your translation from thoughts to actions may be erratic, like confusing left with right (as I usually do). Or you may employ context- and culture-dependent assumptions, like nodding your head means “yes,” and shaking it means “no,” which is an assumption that will fail in various parts of the world.

Subsequently, your erroneous or ambiguous signals then traverse some medium, like the air, a computer network, or the post office. This means that noise and faulty mechanisms in the medium may further distort your message before it arrives at my sensory inputs (particularly when the medium at some point involves my own wireless network at home).

Finally, the unreliable signals arrive at my eyes and ears, which may not work fully as expected because of the weird stuff I drank yesterday night. The part that gets through is then processed using pattern-matching, and I arrive at a conclusion of what you are trying to say to me. But the words you speak, or the way you move your face and hands, might be unfamiliar to me. And even when the information gets through correctly, I might still associate your signals with other meanings because the internal reference models I have in my head could be very different from yours. You keep talking about Scrum, and in my mind I see sixteen big dirty men wrestling over a ball in the grass…

So you see, there are so many things that can go wrong on the way from your brain to mine that it is almost guaranteed that your meaning of what you sent is not the same as the meaning that I attach to what I received. This, as Cockburn indicates, is not communication. This is miscommunication, and it often leads to confusion and conflict. Because, as motivational speaker Ian Percy said, “We judge others by their [perceived] behavior. We judge ourselves by our intentions.” And there is a world of difference between what we intend and what is perceived.

Real communication includes making sure that the meaning that is assigned to a message is the same on both sides. Technical communication protocols (like the Internet’s TCP/IP model and the HTTP protocol) contain various techniques for (trying to) make sure that what gets sent by one system is properly received by the other. With human communication we have the same requirement. It is only really communication when both parties have verified that they have properly exchanged information and that both are assigning the same meaning to it.

(image by jimmybrown)

This article will be part of the book Management 3.0: Leading Agile Developers, Developing Agile Leaders. You can follow its progress here.


Published at DZone with permission of its author, Jurgen Appelo. (source)

(Note: Opinions expressed in this article and its replies are the opinions of their respective authors and not those of DZone, Inc.)


Sindy Loreal replied on Sat, 2012/02/25 - 8:45am

I completely agree on the "verified" = "communication" argument presented here. On important requests, I find myself thinking more and more about how I can verify the recipient can actually show me evidence I got my message across without blatantly appearing as if I am checking up on them. If I can’t come up with a clever way, I just blame myself in front of the recipient in a form such as: “Ok, I know in my head what I am asking, but can we review it at the end of X to make sure I really explained what is in my head correctly?”

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