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How to work with someone that regularly arrives as the wrong answer? (lemmy.world)

submitted 6 months ago by [email protected] to c/[email protected]

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I work with a person that went presented with a problem, works through it and arrives at the wrong solution. When I have them show me the steps they took, it seems like they interpret things incorrectly. This isn't a language barrier, and it's not like they aren't reading what someone wrote.

For example, they are working on a product, and needed to wait until the intended recipients of the product were notified by an email that they were going to get it. the person that sent the email to the recipients then forwarded that notification email to this person and said "go ahead and send this to them."

Most people would understand that they are being asked to send the product out. It's a regular process for them.

So he resent the email. He also sent the product, but I'm having a hard time understanding why he thought he was supposed to re-send the email.

I've tried breaking tasks down into smaller steps, writing out the tasks, post-mortem discussion when something doesn't go as planned. What other training or management tasks can I take? Or have I arrived at the "herding kittens" meme?

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[–] [email protected] 77 points 6 months ago* (last edited 6 months ago)

From the way this post is written, I think you don't realize how vague your communication style is. Too many possible interpretations of what you said makes it hard to even follow the story you laid out.

Who emailed who about what?

How did someone resend an email that someone else sent?

Re-sending would mean the same coworker sent the email twice.

On rereading, I think you meant that one coworker sent an email to the client, then another coworker that you are having trouble with also sent the same email to the same client.

So, to answer your question, I think they arrive at a different conclusion because they see things differently. Anything that can be interpreted differently will be interpreted differently. The other co workers think they're giving this person set values when in fact they're handing them a set of variables and expecting only one result.