Face-To-Face Conversation - Efficient And Effective

The season of digging deeper into the Agile Manifesto continues forward to the sixth principle.  Our primary focus is on satisfying the customer.  However, we now shift into how our approach can achieve that goal.  It is time to talk about the value of a face-to-face conversation.

The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.

Clear And Effective Communication

We have often looked at setting expectations and communication as essential factors in project success.  This principle cuts to the chase concerning this challenge.  I think we all know the primary thrust of this recommendation.  Nevertheless, we quickly get pulled away from the best way to accomplish the objective.  There are many tools and methods for communication.  On the other hand, face-to-face conversation is almost always the best way to do so.

Inside and Out

Before we dwell too much on the face-to-face conversation portion of the principle, we need to examine the context.  Note that the follow-up is a focus on both internal and external communication.  We once again see where it is assumed that information sharing in a project applies to all members of it.  There is an underlying assumption that customers and the development team will communicate.  When you add in the face-to-face conversation piece, it adds up to those groups talking directly.

Body Language and Directing Conversation

We have already skipped right over conversation being the most effective way to communicate.  There is no reason to argue against that.  It is not always the case; sometimes, a presentation or report will be better.  However, those cases are rare and specific.  That being said, we need to take advantage of this method of communication.

Face-to-face conversation allows body language and similar non-verbal cues to come into play.  This method allows us to dig deeper into responses when we see an answer that is hesitant or seems pained.  We can use the non-verbal cues to find out the real pain points and even opinions about a problem or our solution.  Instead of taking everything at face value, we can create a safe space that draws more profound thoughts and concerns out of the team members.  When we do this, we get the best out of each member.

The Twelve Principles and Overall Manifesto