The Doorknob Phenomenon

Reading time: 10 minutes

Have you, as a project manager, ever had a long discussion with your team and, after two hours of talking about the project's status, just as the meeting was about to close and everyone was almost ready to leave, one team leader approached you and said, “By the way, there is also this client complaint we have to respond to very quickly.” ... And to realize that you are supposed to enter a different meeting, and relevant people who should have been part of the discussion had just left. You thought you had figured out the status of the project and every important detail, only to realize that important information had been withheld from you, and the team leader who gave you this “bad news” seemed not to understand the consequences.

The Phenomenon Explained

This is a typical case of the doorknob phenomenon. I recently saw this video discussing how this phenomenon often occurs in the medical field, where patients deliver significant, if not the most important, pieces of information right before leaving the consultation room.

This phenomenon, often overlooked, emerges frequently in management. At the close of meetings or one-on-one interactions, critical issues and concerns are brought up almost as an afterthought. These last-minute revelations, akin to a patient sharing key symptoms just as the doctor's hand touches the doorknob to leave, can significantly impact the dynamics and efficacy of our managerial practices. As leaders, understanding and addressing this phenomenon is crucial in fostering a culture of open communication and preemptive problem-solving.

For many of us, the Doorknob Phenomenon might resonate as a familiar scenario, reflecting a gap in our communication strategies. It underscores a vital question:

How can we, as managers, cultivate an environment where our team members feel empowered to voice their concerns and challenges openly and timely?

In the following sections, we explore practical strategies and insights that can help us mitigate this phenomenon. These approaches are designed to enhance our effectiveness as leaders, ensuring that important issues are not just last-moment add-ons but integral parts of our ongoing dialogues. We will further unpack the nuances of this phenomenon as I have seen manifested at three levels: team leader, middle manager, and senior manager.

Team Leader

Example 1: During a team meeting, a team member casually mentions at the very end that they're struggling with a key part of the project, which could delay the entire timeline.

Example 2: As a team leader is about to leave a one-on-one meeting, an employee quickly adds that they feel overwhelmed by their workload but haven't spoken up for fear of seeming incompetent.

Example 3: Right at the end of a performance review, a team member hints at feeling undervalued, suggesting a potential issue with team morale or recognition practices.

How can you as a team leader prevent this miscommunication from happening?

1: Regularly ask team members for updates and challenges they are facing in their work. Foster an environment where difficulties are openly discussed and addressed collaboratively.

2: Implement a culture of openness by encouraging team members to voice their concerns without fear of judgment. Regular one-on-ones should be conducted where the team leader actively listens and asks about workload and personal well-being.

3: Create a feedback-friendly environment. Encourage team members to express their feelings about recognition and their role. Actively seek feedback during meetings and ensure that it's safe to express concerns. Watch your attitude and your response if you receive criticism or an emotional response from your team member. Trust their emotion is legitimate in their perception, acknowledge their experience of the situation and guide their thought process towards celerity with calm and respect.

Middle Manager

Example 4: In a departmental meeting, just as it's wrapping up, a manager reports that their team is facing interdepartmental communication issues, which could be impacting overall productivity.

Example 5: At the end of a routine check-in with their senior manager, the middle manager mentions concerns about the feasibility of a newly assigned high-priority project, raising questions about resource allocation.

Example 6: As a middle manager is leaving a cross-functional meeting, a colleague from another department hints at budget constraints affecting joint projects, which hadn't been formally addressed before.

As a middle manager, you also need to be aware of this phenomenon. First of all, to be sure you are not perpetuating it. Secondly, expect it will happen with new employees or even with the first-time coordinators or leads under your supervision. Thirdly, make sure you act proactively to prevent it. How? Here there are some examples:

4: Facilitate regular interdepartmental communication and encourage team members to share challenges in departmental meetings. This can help in the early identification of communication breakdowns.

5: Engage in proactive dialogue about project feasibility and resource requirements. This involves open discussions with both senior management and team members to align expectations and resources.

6: Regularly liaise with other departments and encourage transparency about constraints and challenges. This can be achieved through cross-departmental meetings and open channels of communication.

Senior Manager

Example 7: In a board meeting, as discussions are concluding, a senior manager briefly mentions significant market shifts that could affect the company's strategic direction, requiring more in-depth analysis.

Example 8: After a long strategy session, a senior manager casually notes employee dissatisfaction trends in a particular division, hinting at deeper organizational culture issues.

Example 9: During the strategic budgeting discussions taking place between company executives and several key senior managers, right before departure, a senior manager reveals concerns about potential regulatory changes impacting the business, which were not previously discussed in strategic planning.

As you see, even at higher levels this type of miscommunication happens. What to do? Some suggestions here:

7: Create a strategic review process that regularly examines external market forces and their potential impact. Encourage team members to bring up and be open about any market changes or concerns in these reviews or as soon as they become aware of it.

8: Implement a systematic approach to gauge employee satisfaction, such as regular surveys and open forums. This will help in identifying and addressing cultural or operational issues early on.

9: Establish a culture of proactive risk management where potential regulatory changes and their implications are regularly discussed. Encourage open discussions about external factors that could impact the business.

Conclusions

In each of the above scenarios, the doorknob effect reveals critical issues that require attention but are often mentioned too late for immediate action, reflecting a need for more open and ongoing communication channels at all levels of management. Often such issues are of systemic type, meaning that certain systems or procedures in the company are failing and people (even managers) are afraid to be the ones bringing the bad news. At a personal level, each manager can create such moments if their tendency is to postpone or avoid delivering bad news, or if they feel uncomfortable showing assertiveness in front of people with more authority or peers, or even to foresee "disasters" for themselves when there is no real reason for it. This is why managers need to know about this pattern of organizational behaviour, to keep themselves, their team members or other peer managers accountable for this not happening. Their success depends on how well they know themselves, i.e. know their main tendencies to self-sabotage.

As we have seen through the examples provided for team leaders, middle managers, and senior managers, the Doorknob Phenomenon is not just an isolated issue; it is a reflection of deeper communication and trust challenges within an organization. Its prevalence across various management levels underscores a common thread – the need for proactive, transparent, and empathetic leadership. When significant concerns are relegated to last-minute mentions, it not only hampers problem-solving but can also erode the credibility of the manager doing it. It creates an environment where important issues are sidelined until they reach a critical point, potentially leading to rushed decisions and increased stress for both the manager and the team.

The essence of this issue lies in the culture of communication that we, as managers, cultivate. A work environment where employees hesitate to speak up until the very end is indicative of underlying issues such as fear of reprisal, lack of trust, or a feeling of not being heard. This not only affects the team's morale but also the manager's ability to lead effectively and make informed decisions. The Doorknob Phenomenon can be a wake-up call for us to introspect and re-evaluate our communication strategies and the organizational culture we are fostering.

>> Are we truly listening to our teams?

>> Are we approachable and open to feedback at all times, not just during structured meetings?

>> How can we ensure that our team members feel valued and understood?

In closing, I invite you to reflect on your own management practices or behaviours displayed at work. Consider how you might be contributing, knowingly or unknowingly, to a work environment where the Doorknob Phenomenon thrives.

>> Are you "guilty" of doing it? And if so, what prevents you from communicating in a more effective manner?

>> What is it that you are trying to achieve by doing it?

>> Are you aware of the real impact of such communication on how are you perceived by your manager, peers, or even your team?

Sometimes you may be on the receiving side of it.

>> Are there ways you can be more accessible and encouraging of open dialogue?

>> How can you foster a culture where issues are addressed promptly and collaboratively, without waiting for them to become urgent?

Reflecting on these questions and acting on them can be the first step in transforming not just your leadership style but also the efficiency and well-being of your team, as well as the entire organizational culture.

Alina Florea

Your Management Performance Coach

 Summary:

The "Doorknob Phenomenon," a term originally observed in medical contexts, is a prevalent issue in management where critical information is only disclosed at the last moment, akin to a patient revealing key symptoms as they leave a consultation. This phenomenon, often occurring at the end of meetings or during one-on-one interactions, can significantly disrupt management processes and decision-making. Addressing this issue is crucial for fostering a culture of open communication and preemptive problem-solving. The phenomenon is seen across various management levels, from team leaders to senior managers, each facing unique challenges in their interactions.

At its core, the Doorknob Phenomenon reflects deeper communication and trust challenges within an organization. It's a sign of a work environment where employees are hesitant to speak up until it's almost too late, indicating underlying issues like fear of reprisal, lack of trust, or a feeling of not being heard. This hesitancy not only impacts team morale but also affects the manager's ability to lead effectively. It's a wake-up call for introspection and re-evaluation of communication strategies and the organizational culture, encouraging managers to create a more open, feedback-friendly environment.

 Key takeaways include:

• Prevalence Across Levels: The Doorknob Phenomenon occurs at all management levels, indicating a universal communication gap in organizations.
• Impact on Decision-Making: Last-minute revelations can disrupt management processes and hinder effective decision-making.
• Cultural Indicators: The phenomenon suggests underlying issues in organizational culture, such as fear of reprisal or lack of trust.
• Necessity for Open Communication: Addressing this issue requires cultivating a culture where team members feel comfortable sharing concerns promptly.
• Leadership Approach: Leaders must introspect and adjust their communication strategies to encourage open dialogue and proactive problem-solving.