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CHAPTER FOUR: POINT OF VIEW
The learning goal of this chapter is to convey that a manager must have a point of view and
understand it clearly, so she can see how it fits into the larger picture.
The chapter emphasizes the importance of providing a clear point of view in one’s own
communications and of recognizing and being able to respond constructively to others’
perspectives. As we use the term, “point of view” refers not only to the specific course a manager
favors in a given situation, but also to the underlying goals and values that led him to that
specific recommendation. A communication that convinces — or at least advances discussion and
Teaching SMITH FINANCIAL CORPORATION
Frank Miller was hired by Smith Financial Corporation to be the new Director of Data
Management. Miller was also empowered to make a number of changes to help “shake up” the
organization. Most people at Smith agreed that a change was needed, so these changes should
have been an “easy” sell for Miller.
However during his short tenure at Smith, Miller proceeded to antagonize practically every
AUDIENCE ANALYSIS AND POINT OF VIEW
On a number of occasions, Miller failed to perform proper audience analysis and to look at issues
from the other person’s perspective (point of view). Failing to consider these critical elements of
communication contributed to many of the problems that occurred.
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Miller always appeared to be operating in a “tell” mode that represents high content control and
low audience involvement. Since Miller was new to Smith, he was starting as an “outsider” and
needed to gain support and respect from his colleagues. In this scenario you should almost never
be “telling” people what is wrong, why it is wrong, and how you intend to “fix” it. By using the
“tell” communications approach, Miller further alienated himself from the team and turned every
situation into a “me vs. them” situation rather than a cooperative team problem solving exercise.
Miller would have fared better by first joining the group in analysis of the situation, then moving
into a consulting approach, and finally selling his proposal to the team. This approach would
STYLE AND TONE
Miller constantly exhibited a harsh tone and had a very aggressive style. Many people at Smith
commented that Miller always seemed to have a “chip on his shoulder” and seemed to enjoy
antagonizing others. Miller typically began his statements and E-mails by using condescending
phrases, such as “in my humble opinion.” Members of the group openly stated that they dreaded
FRANK MILLER AS A CHANGE AGENT
Chapter 11 quotes Woodrow Wilson as saying, “If you want to make enemies, tell people they
have to change.” This statement could not be any closer to the truth. From day one Miller told
everyone in the Smith organization that they needed to change. In Miller’s view, anyone that had
an opinion contrary to his must be wrong and therefore needed to be changed.
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This point is clearly illustrated in the first E-mail sample provided in the case where Miller tells
the group that Lotus Notes should not be used as a source of data. In this situation the group was
already in agreement with Miller that this change was necessary; however, the way that Miller
communicated this message insulted the intelligence of those on the distribution list and
increased friction within the group.
CONCLUSION
Frank Miller had a great opportunity to come in and change the technical architecture at Smith
Financial Corporation. Miller possessed unquestioned technical skills and was empowered to