Think of the simple, self-evident principle of quality: Diagnose before
prescribing. How many managers and executives have been guilty of rushing
to implement solutions before really understanding the problem? We are so
sure, so often, that "based on experience" we understand the "root
cause" of the dilemma or opportunity we face, that we immediately prescribe
the right cure or action plan.
Let's suppose you walked into an optometrist's office complaining of headaches
and slightly blurry vision. How comfortable would you be if the optometrist
immediately said, "Here, try these glasses; I think this prescription
is just what you need."
What's wrong with this scenario? It's obvious: We wouldn't trust an optometrist
or other professional who prescribed before diagnosing. Before we trust
the prescription, we must trust the diagnosis.
The fifth of the Seven Habits is, "Seek first to understand, then to
be understood." All quality measurements and process improvements are
based on this principle: We must first understand the problem before we
can effectively address the solution or opportunity.
The traditional tools of quality analysis-control charts, Pareto diagrams,
fishbone diagrams, scatter plots and others-are used to first understand
the problem or system, the nature of the root cause and the cause-effect
relationships. Once the requirement to understand first and prescribe second
is established, it is hard to understand how such a simple principle could
be violated.
And yet, has it been that long since business began to really listen to
their customers to first understand their needs?
Today and in the future, even broader applications of seeking first to understand,
then to be understood will be required for ever-increasing quality performance.
Business, educational and other institutions will need to develop comprehensive
Stakeholder Information Systems to gather 360° feedback from all key
stakeholders.
Who are all the important stakeholders to your organization? What are their
primary needs? How well are the results you are producing-and will produce
in the future-meeting their needs? Not your opinion-but theirs.
Organizations will need more than ever to understand and prioritize
their stakeholders' needs. Consistently gathering, honestly interpreting
and then acting positively on this data takes great courage, commitment
and creative synergy. The quality of our relationships also requires practicing
the principle of "diagnose before prescribing." In our families,
among our friends and at work, we usually don't really listen with the intent
to understand. We listen with the intent to reply.
Especially under stressful circumstances, when discussing complex issues
with our loved ones, the way we "listen" is to "prescribe
before diagnosing." We jump to conclusions, attack the speaker's views
and defend our own conclusions before really deeply understanding. We interrupt
with our own commentary, complete the speaker's sentences, jump to agreement
or disagreement, give advice and ask probing questions that the speaker
may really not want to answer. This scripted behavior does not build trust
in our relationships any more than would a physician prescribing medication
before giving the physical exam.
The "root cause" of our behavior is the unconscious paradigm of,
"I already understand you, so I don't really need to listen to understand
you." We need to retrain our very thought processes. In every conversation,
every discussion, every meeting, we need to adopt the paradigm of, "I
probably don't really understand you, and I need to listen."
Empathic listening is a powerful proc-ess to greatly enhance the quality
of our interpersonal verbal communications and relationships. It includes
the essential attitude of, "I truly respect and want to understand
you." It favors summarizing, at appropriate times, both the content
and feelings of the speaker. We "close the loop" in communication-the
speaker knows the listener has understood through the listener's focused
demeanor, body language, word choice and periodic summary of what the speaker
says. Listening empathically provides "psychological air" to the
speaker, encourages openness and builds trust.
Try it today. Critically assess your own listening habits, professionally
and personally. Do you listen with the intent to reply, instead of to understand?
For higher quality and trust, seek first to understand. Diagnose before
you prescribe.
About the author
Stephen R. Covey is chairman of the Covey Leadership Center and author
of Principle-Centered Leadership and the 7 Habits of Highly Effective People.
Keith A. Gulledge is vice president and senior consultant with Covey Leadership
Center's Professional Resource Group.
© 1995 Covey Leadership Center. For more information, telephone (800)
553-8889.