Alignment Isn't the Problem - Part 2
Backstory on alignment challenges that delay requirements
New worksheet: A practical tool for when “just get alignment” isn’t working (paid only).
This week’s backstory is part 2 on alignment:
What Prompted “Alignment Isn’t the Problem”?
I was losing sleep over my alignment problem. Multiple meetings with Sales, Finance, Engineering, my boss and peer product managers without agreement.
First pass: problem and high-level solution
Feedback: Too much detail; need to understand concept
Second Pass: Traditional concept and “what we need to win”
Feedback: Not enough detail. Show examples.
I needed to find a way to stop the bouncing and get these powerful teams aligned. The pressure was increasing from the product team, which was waiting for requirements. (Well, not really waiting; they were working on lower-priority items.)
Once I stopped beating myself up about the lack of alignment, I started thinking about worst-case scenarios. And then I remembered that I never got opinions on the risks of moving ahead. What was everyone so worried about?
This led to 3 steps to unblock alignment:
First, stop debating proposals and ask what failure each stakeholder is trying to prevent. Most disagreements make sense once you name the risk behind them.
Second, ask which failure would be worse. Which downside the organization is more willing to live with.
Third, clarify where judgment should live by default. Should most cases flow automatically, or should humans intervene unless conditions are clearly safe?
Can talking about risks and default handling get alignment when persuasion didn’t work?
