What do we need to know to do something well?
We can use different types of context for our work, and the more context we have, the better decisions we can make. Let's consider what context would be helpful.
In a prior post, I wrote about the “That’s not my job!” phenomenon. One common scenario that can lead to a “That’s not my job!” response is attempting to involve people in activities that may increase the amount of context they will be working with.
Get involved with usability testing? “That’s not my job!”
Planning our goals together? “That’s not my job!”
Giving feedback on a design? “That’s not my job!”
Write documentation or a user story? “That’s not my job!” …
Many of these activities could be beneficial for any team member as they can help provide them with more context for the work they do. They can help them better understand a customer, see a problem firsthand, and think through an issue beyond just what to code.
There are a few different elements of context for the work we do - here are a few elements (I am sure this is not an exhaustive list):
Knowledge of HOW to do the task(s) to be completed.
Understand WHAT our work is trying to achieve - i.e., what the desirable effects of the work having been completed are.
Agreement on the theory for WHY the tasks we undertake will achieve what we are trying to achieve.
HOW CONTEXT
Traditionally, software product development has been heavy on the context and focused on the HOW context. This information is present in programmes, initiatives, project plans, task lists, and specifications. Iton that feels very concrete to us and is a mode we are all used to operating in.
Communicating only HOW context has challenges, which I have covered in:
WHAT CONTEXT
With the growth in the use of OKRs and other more outcome-oriented planning methods, there’s a shift to a more balanced HOW and WHAT context. You know the activities you will undertake but are focused on achieving the WHAT rather than just completing the identified activities. You have measures to help you see if you are progressing towards that achievement. You will adapt what you do based on progress to achieving the WHAT. This is the superpower of having a WHAT context and a HOW context.
Even better, providing the WHAT can lighten the requirements in terms of HOW because those responsible for action have enough context to determine the HOW themselves.
WHY CONTEXT
And then there’s what I am focused on exploring this year—the context of combining the WHAT and HOW with a more explicit understanding of the WHY. The WHY might help you better understand the relationship between the activities you are doing and what you are seeking to achieve with your work. It may also connect you to the bigger picture of what you are trying to achieve for the organisation as a whole.
Organisations often attempt to communicate, in some manner, the WHY context, but it’s often not directly linked. While it’s impossible to deliver perfect context, current approaches are almost always doomed to miss enough connections to convey adequate understanding between leaders and those responsible for the action.
The benefits of the third, fuller context type are multifold:
Someone responsible for doing the work can determine where the most impactful intervention point may be.
Executing teams and individuals can make only possible choices when the context is known. An example I’ve seen many times is when I worked on something marketing-related, where knowing a certain impression of the brand was important, in addition to increasing traffic, which very much changes the options you select. Another point of evidence that this is a common issue is how often executives are flummoxed by a choice their teams have made. I’d wager it’s frequently the result of a context gap.
Understanding can lead to a strong connection to the purpose of the work, leading to higher engagement.
Across an organisation, when every individual can access these benefits in their everyday work, this can be a force-multiplier for the organisation. But don’t be surprised if the journey starts with you hearing, “That’s not my job!”