

Learning to say "Yes."

September 2, 2008
| Reprints






sometimes it's a simple matter of framing the question properly. many suggest that you must articulate the benefits to the person that will be heading up the project, that you must make a clear case as to why it's in their personal or professional interest. I suppose this is just basically appreciating the "what's in it for me" factor.

There was a HIMSS plenary speaker a few years back who said this:

Before vast transformational change can occur, we must first change the inherent reaction to new ideas.

If we can
say “Yes, if…” as opposed to “No, because…” when first talking about innovative ideas, a real possibility for change can develop.

Many people are quick to point out the
shortcomings of an idea or say that it wont work because
oddly enough, it makes too much sense.

If we can get people to say, “Yes, you could do that if” instead of “No, that will not work because” it changes the psychological dynamic of the argument.

If you present a
new idea and someone says “No”, you instinctively lose energy.

Now you’ve got to win an argument over the “No”
before you can get to the argument over the “Because”
before you even get to start talking positively.

However, if
someone says “Yes” you automatically gain energy and immediately start thinking of creative ideas to answer the questions posed by the complexity of new ideas.

It seemed to resonate with a lot of folks. 

I found that it is all about capturing risk and assumptions. People will commit, "say yes" when the "yes" is associated with known risks and assumptions. For example I will complete task Y by this date. My commitment is based on my current workload and on dependent tasks being completed on time. Knowing the risks and assumptions associated with each commitment/decision also aides in identification when the project or change is in jeopardy because as soon as an assumption becomes false action is needed and decisions need to be revisited.

Pete, you raised the question "Is your organizational culture predisposed to say 'no?' "

I found this article to be particularly helpful with that question.  Jump to page 8, Curing the Patient.