The ‘See, Remember, Understand’ Principle: Cangoh on Navigating Workplace Communication Styles

In a recent LinkedIn post, Cangoh delves into the timeless wisdom of Confucius to illuminate a common source of friction in the modern workplace: communication styles. Cangoh highlights a quote often attributed to the ancient Chinese philosopher, emphasizing the difference between hearing, seeing, and doing.

As Cangoh states:

“I hear and I forget
I see and I remember
I do and I understand”

Cangoh posits that this simple adage holds profound relevance for business interactions, yet observes that many individuals seem to operate as if immune to its core message. The author humorously recounts a personal anecdote about a Finance Minister who remembers conversations from decades ago but seemingly forgets instructions given by Cangoh himself, leading to a lighthearted conclusion about differing learning preferences.

Bridging the Communication Gap

The central argument presented by Cangoh is that much of the conflict in business and leadership stems not from the content of messages, but from the method of their delivery. By failing to recognize and adapt to diverse communication preferences, teams and leaders inadvertently create unnecessary obstacles.

Cangoh argues:

“In business and leadership, conflict often isn’t about what is said, but how it’s delivered”

This perspective suggests that a significant portion of workplace friction could be mitigated by a more tailored approach to communication. Cangoh encourages leaders and team members to consider the preferred modes of information processing among their colleagues, clients, and stakeholders.

The Power of Tailored Delivery

Cangoh suggests that understanding these preferences can dramatically improve efficiency. The author proposes that by identifying whether an individual or group responds best to visual data, auditory explanations, or hands-on engagement, one can potentially eliminate a substantial amount of miscommunication.

According to Cangoh:

“By understanding whether your team, your clients, or your stakeholders prefer to see data, hear the pitch, or do the execution, you can cut out 80% of communication friction”

This principle underscores the importance of empathy and adaptability in professional settings. It implies that effective leadership involves more than just conveying information; it requires understanding the recipient’s framework for absorbing and processing that information.

Identifying and Managing Learning Styles

Cangoh concludes by posing questions to the LinkedIn community, prompting reflection on personal learning styles and strategies for managing diverse styles within a team. This interactive approach aims to foster a broader conversation about practical applications of these communication insights.

The author prompts readers to consider:

“I’m curious to know your thoughts, do you know your preferred learning style? And more importantly—how do you manage different styles in your team?”

Cangoh frames this as a fundamental aspect of effective collaboration and leadership, suggesting that a conscious effort to cater to different learning preferences can lead to more harmonious and productive working relationships.