Trump Assassination Attempt Provides Example of Essential Visuals for Communicating with FINESSE

The Trump assassination attempt provides an example of essential visuals for Communicating with FINESSE.

The Trump assassination attempt provides several good examples related to the FINESSE fishbone diagram and the I in FINESSE.

FINESSE Fishbone Diagram

The Communicating with FINESSE fishbone diagram identifies the seven factors that produce effective communication in the face of complexity and uncertainty. The seven factors are Frame, Illustrations, Noise Reduction, Empathy, Structure, Synergy, and Ethics.

The I in FINESSE

The I in FINESSE stands for Illustrate. Illustrate includes all the visuals, graphics, videos, and other media in technical reports and presentations.

1. Picture

2. Geospatial

3. Time Series Chart

4. Table

5. Tornado Diagrams

6. Guiding Graphic

https://youtu.be/nszE4u6nr6o

When to Use FINESSE

The FINESSE fishbone diagram is used for big decisions over long periods.

FINESSE is not a primary communication approach during a crisis. The FINESSE fishbone diagram applies best before and after a rare event.

How the FINESSE Fishbone Diagram Connects to Wagner's Russian Insurrection

The Strategic Communication of the Trump Assassination Attempt

The visual should relate something relevant and simple to the decision at hand or that is at least interesting to the audience. The rule is to use one of each essential graphic but not use two of the same type - at least do not use two of the same type without a lot of heated discussions.

Communicating with FINESSE: This Is How to Make Your Graphics More Powerful, Understandable

One Photo

The photo should relate something relevant and simple to the decision at hand or that is at least interesting to the audience. More importantly, in strategic communications, the photo should be capable of carrying the central messages of all of the work.

Former US President Donald survives shot to the head by would-be assassin. (photo source: AP)

The alternative text associated with this photo could be, “Former US President Donald survives shot to the head by would-be assassin.”

The actual go-to photo may change as better ones become available. Or, the after-action (root cause analysis) of the shooting may produce different ones over the course of the investigation. However, it is hard to argue that this picture is the one for all others to “beat.”

One Geospatial Depiction

The geospatial depiction is usually some form of map that orients readers and decision makers. It must carry a singular important message.

The would-be assassin gained a close position to former President Trump and had a clear line of sight. (photo source: BBC)

The alternative text associated with this photo could be, “The would-be assassin gained a close position to former President Trump and had a clear line of sight.”

I have already seen better geospatial depictions that include text with distances. However, this initial BBC map has two insets and clearly shows just how close and how good the line of sight was. It becomes the single geospatial depiction that others can beat.

Other Visuals

There are four other essential graphics, and I will briefly comment on two.

The FBI and US Secret Service will produce a causal factor timeline. For now, however, USA Today's narrative timeline is the one to beat.

Timeline of Trump rally shooting in Butler, PA, assassination probe (usatoday.com)

Again, A guiding graphic produced by the FBI or US Secret Service should be available to communicate the process used in the investigation and all major milestones. The guiding graphic is the only one of the six essential graphics that is part informational and part decorative.

How to Make Your Communication Effective Despite the Required "Eye Candy"

The Trump Assassination Attempt and the FINESSE Fishbone Diagram

Different communication approaches are needed for normal operations, emergencies, and long-term decision making. The FINESSE fishbone diagram is used for big decisions over long periods. The Trump assassination attempt provides several good examples related to the FINESSE fishbone diagram and the I in FINESSE.

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Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.

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JD Solomon is the author of Communicating Reliability, Risk & Resiliency to Decision Makers: How to Get Your Boss’s Boss to Understand and Facilitating with FINESSE: A Guide to Successful Business Solutions.

Helpful Tips When Pulling the Plug on Facilitated Team Efforts

Knowing how to stop facilitated team efforts is just as important as knowing when to stop.

Facilitated team efforts are a key part of achieving success in many organizations. They involve guiding a team to work together effectively to reach common goals. Sometimes, it becomes necessary to end these efforts. This could be due to various reasons, such as the completion of a project or a change in organizational priorities. There are certain things to do well and some that should be avoided when pulling the plug on facilitated team efforts.

Three Things to Do Well

Clear Communication

Communicating clearly with the team about why the facilitated effort is ending is essential. Provide a clear explanation of the reasons and ensure everyone understands. This helps in preventing any misunderstandings or negative feelings. When team members know the rationale behind the decision, they are more likely to accept it and move forward positively.

Recognize Achievements

Recognizing and celebrating the team's achievements before ending the effort is crucial. Acknowledge the hard work and success the team has accomplished. Acknowledgment boosts morale and leaves team members with a sense of accomplishment and pride. It's important for the team to feel that their efforts were valuable and appreciated.

Provide Next Steps

Offer guidance on what will happen next for the team members. Whether they will be reassigned to new projects, given new roles, or provided with training for future opportunities, having a clear path forward helps transition smoothly. Providing a framework for the next steps reduces anxiety and helps team members stay focused and motivated during the change.

Things to Avoid

Avoid Abrupt Terminations

Ending a facilitated team effort suddenly without prior notice can create confusion and dissatisfaction among team members. It is important to give ample notice and prepare the team for the transition. Sudden changes can disrupt workflows and harm team morale.

Avoid Negative Criticism

Avoid focusing on what went wrong or criticizing team members when closing down a facilitated effort. Negative feedback can demoralize the team. Instead, focus on constructive feedback and highlight the positive aspects of the team's performance. Constructive feedback encourages a positive attitude and a willingness to improve in the future.

Avoid Ignoring Emotions

Teams often form strong bonds and a sense of camaraderie. Ignoring the emotional aspect of ending a facilitated effort can lead to feelings of resentment or loss. Acknowledge the emotional impact and provide support.

Avoid Lack of Follow-Up

Once the facilitated effort ends, don’t just leave the team members to fend for themselves. Follow up with them to ensure they are adjusting well to the change.

Avoid Inflexibility

Plans (and politics) change, and the need to end a facilitated effort might arise unexpectedly. Being rigid and inflexible can cause unnecessary stress. Be open to adjusting plans and timelines to accommodate the needs of the team and the organization. Flexibility can make the transition smoother and less disruptive.

Pulling the Plug on Facilitated Team Efforts

Bringing an end to facilitated team efforts is a delicate process that requires careful planning and execution. You can ensure a positive transition by communicating clearly, recognizing achievements, and providing the next steps. On the other hand, avoiding abrupt terminations, negative criticism, ignoring emotions, lack of follow-up, and inflexibility will help maintain team morale and productivity. Handling this process well preserves the team's integrity and sets a positive precedent for future efforts.

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JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Sign up for monthly updates related to our firm.

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JD Solomon is the author of Communicating Reliability, Risk & Resiliency to Decision Makers: How to Get Your Boss’s Boss to Understand and Facilitating with FINESSE: A Guide to Successful Business Solutions.

Six Ways to Avoid Pissing Off People When You Ask Questions

Knowing what not to do when asking questions is usually as important as knowing what to do. Are you pissing off other people? Are you Communicating with FINESSE?

Avoiding pissing off others when asking questions is important to maintain respect, productive communication, and professional relationships. However, there are situations where provocative questions can be more effective. For a technically trained professional, the balance lies in knowing when to use respectful inquiry to foster collaboration and when to employ pointed questions to drive necessary change and innovation. This article discusses six ways to avoid provoking others when asking questions.

1. Avoid Leading Questions

A leading question assumes an answer. People who ask leading questions want to confirm agreement or get the other person on the record. In other cases, the questioner is pushing their own agenda by directing the conversation. While sometimes harmless, leading questions don't allow for varied responses or new information.

Tip: The strength of questions is learning something new. Don’t steer someone to a specific answer if their opinion is valuable. Keep your question clear, simple, and unbiased.

2. Respect Space – Don’t Ignore Clear Signals

Good questioning involves reading the room. Noticing verbal and nonverbal cues matters. Understanding what is not said is often more important than what is said in the answer.

Tip: If someone seems uncomfortable, respect their space — you’re unlikely to get honest answers anyway. Making someone uneasy won’t build trust or help you learn what you need over the long run.

Tip: Do your homework. This applies to all questioning, but in business settings there will be boundaries of comfort between technical information and organizational positions. Understand in advance, to the degree you can, where the comfort boundaries will be.

3. Don’t Ask “Yes” or “No” Questions

Questions that require only a "Yes" or "No" are good for confirming information but not for advancing conversation. To keep the dialogue flowing, ask questions that encourage the mutual exploration of ideas.

Tip: You can easily turn closed questions into open ones. Instead of asking, "Did your analysis indicate we should move forward?" ask, "What did your analysis tell you about our future direction?” Instead of asking, "Is there a high level of risk?" ask, "What are the primary sources of risk, and what do they mean?"

Tip: Good communication often requires patience. Allow the other person time to think and formulate their responses. Avoid interrupting or rushing them, as this can create pressure and hinder their ability to communicate effectively.

4. Be Mindful of Timing

The timing of your questions can significantly impact the quality of the responses you receive. Avoid asking complex or sensitive questions when the person is clearly busy, stressed, or distracted. Choose a moment when they can give you their full attention and respond thoughtfully.

Tip: Use personality profiles to better understand when to accelerate or when to back off. A driver personality type will tend to provide quick answers, but those answers will not be well thought out and may not be productive. A structured personality type is likely to clam up to avoid conflict. An influencer will want to check with others before giving a difficult response.

5. Avoid Making Statements

The expectation is that you are asking someone a question because you want their opinion. Stating your opinion before you ask others for theirs is demeaning and disrespectful. And no one really cares if you agree with their opinion, especially if you have more to say about the subject than they did.

Make the conversation about the person you are asking questions. Turn your statements into questions.

Tip: Clarify and summarize. To make sure you understand the answers correctly, it’s helpful to summarize what the other person has said. This can be as simple as saying, "So, if I understand correctly, you’re saying that…". This confirms your understanding and shows the other person that you value their input.

6. Adapt to Different Communication Styles

People have different ways of expressing themselves. Some might be more comfortable with direct questions, while others may prefer a more roundabout approach. Tailor your questioning style to suit the communication preferences of the person you’re speaking with to make them feel more at ease.

Tip: Study communication. Most technically trained professionals have limited training in soft skills. No one becomes a great questioner or communicator overnight. There are many good resources available, including those from Communicating with FINESSE.

If You Want to Piss Off Someone…

Provoking others can sometimes be effective. Some reasons to do so include challenging complacency, revealing motivations, encouraging critical thinking, breaking through denial, and spurring innovation.

When choosing a provocative approach, carefully consider the context and potential consequences. Good questioning should gain desired information but not unnecessarily alienate or create conflict.

Asking Questions

This article provides six ways to improve your questioning techniques and build more meaningful, effective communication. There are situations where provocative questions can be more effective. However, the bottom line is that avoiding pissing off others when asking questions is important to maintain respect, productive communication, and professional relationships. Communicating technical information in business environments is a long game.

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Communicating with FINESSE is a not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Learn more about our publications, webinars, and workshops. Join the community for free.

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JD Solomon is the author of Communicating Reliability, Risk & Resiliency to Decision Makers: How to Get Your Boss’s Boss to Understand and Facilitating with FINESSE: A Guide to Successful Business Solutions.