Bridge the Gap

‘Bridge the Gap’ Highlights The Future Generation of Collaborative Systems.

Jennifer Edwards and Katie McCleary, the authors of a new book called Bridge the Gap, talked a lot about negotiation and how to deal with people who are challenging to deal with from their book. As a result of the COVID-19 epidemic, videoconferencing technologies have become essential tools for facilitating distant cooperation and communication. However, much progress has been made in communication, documentation, and even product management. Little has been done to improve the collaboration process, which the new work-from-ho may have hurt.

We all know people with different views who may be having problems in their lives that make them hard to deal with. Racial or cultural differences can also make it more challenging to work together and cooperate effectively. Many teams and projects are dysfunctional because of a lack of people skills and a shift to a more distant way of working, which has resulted in a lack of understanding on how to bridge such gaps.

Edwards and McCleary present various suggestions in their book Bridge the Gap for reducing stress and improving collaborative performance.

Then, let’s talk about some of these tools and how they might be used in the future.

CAPE — Calm, Assess, Plan, Execute

Now and then, we get people who are hard to work with. We get angry and say things we will later regret. We let our emotions hold us back from making progress. One thing is to keep in mind when we are facing a risky situation is “CAPE.” It stands for Calm, Evaluate, Plan, and Do. When you see the risk, the first thing you do is calm yourself down. You think about the problem, make a plan to solve it, and then follow through on the Plan you made.

When you read their work, you’ll see that the idea is there even though they didn’t use the acronym. They’ve added what they know about how the brain works to make it clear there is an issue and that you need to step back, breathe, and think through a plan to deal with it. Getting off a phone call may be the Plan. However, there’s a big difference when you do this carefully and not in anger.

Wouldn’t it be great if a collaboration tool could tell you when you’re getting stressed or angry and give you ideas for dealing with the situation and moving on? Is it just what language you speak? For example, the authors say not to ask someone “why” they did or said something because that could lead to a fight. Instead, ask them to tell you about the problem in their own words, then listen to what they say.

When you use this tactic, you both have to pay attention to yourself and act so others can hear you. A future collaboration platform could show you how to avoid unnecessary conflict during a meeting or regularly.

Do Not Hold Them Hostage.

Keeping an audience’s attention during a keynote or presentation can be challenging. There are more distractions now, so the authors think that time is now closer to five minutes. We agree with them. They said to start talking to people in the audience at random.

Eventually, a presentation tool might notice that your speech is going on a little too long, and it might tell you what to do to get the audience’s attention back. So why not make it stand out? Edwards and McCleary think that Tony Robbins should similarly do things, but with the same focus on getting people to do things. AI in a collaboration tool could help you learn how to speak better. It would be great if an AI speaking coach for all of us who aren’t Tony Robbins.

People Who Negotiate and Solve Problems

Negotiation and conflict resolution are the two main things we do in business. We have been to many meetings where we didn’t do anything. You need to know when you’re in a conflict and how to deal with it for any successful project. Negotiations are a big part of any project that involves more than one person.

To negotiate effectively, you need to make sure you’re talking to the other person from the same point of view. Another thing you should do is not talk down to someone, because people don’t like it. You can also use common ground to develop a solution that works for both of you. We have heard it said that if both people in a negotiation are unhappy, they did a good job. It is what we mean. We completely agree with you. Both sides should leave the table happy because there’s less chance the deal will fall apart.

Any negotiation can be easier if you know how the brain works, like in “Bridge The Gap.” The book talks about how you can be aware of your problems and how to deal with them, and a lot of what it talks about could be used in training or operational modules in a collaborative platform.

Lessons For The Future

What “Bridge the Gap” teaches could be used to make collaboration products better or help employees be more effective and productive at their jobs, too. It doesn’t matter if you’re talking to coworkers, the boss, your spouse, or your kids. The skills and knowledge in the book will help you be more effective at everything you do. It could be beneficial in the years to come.

Collaborative tools must grow up and become better at making people better collaborators for them to be truly useful to everyone. Individuals are what “Bridge the Gap” is all about, but it shows how you can make videoconferencing tools even better and make the people who use them even more successful.

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