When we work in virtual teams, and we encounter a need for a brainstorming session, we try it. That can lead to trouble — virtual brainstorming isn't just another virtual meeting. Because much of what makes brainstorming effective is unavailable in virtual environments, following the face-to-face brainstorming pattern tends to expose teams to a significant risk of producing substandard results.
Some virtual teams try virtual brainstorming because they don't realize that brainstorming depends critically for its success on face-to-face interactions. But more teams, I suspect, conduct virtual brainstorms because they lack financial resources sufficient to bring all members of a virtual team to one location. Even if they do request those resources, some decision-makers don't realize how significant the risks of virtual brainstorming actually are.
The financial case for face-to-face brainstorming sessions is straightforward, if one includes in the cost estimate of a virtual brainstorm session the possibility of investing several months of work in what turns out to be a bad idea that resulted from that session. Although the financial case might be straightforward, it might not be persuasive. The travel costs associated with a face-to-face meeting for a virtual team's brainstorming session are very clear to decision makers, but the risks of substandard results from a virtual brainstorm are less clear to them. Because decision-makers tend to want to believe that the low-cost option, virtual brainstorming, is adequate, they're subject to a cognitive bias known as optimism bias, which makes it difficult for them to accept the merits of the financial case for face-to-face brainstorming. Making a persuasive financial case is therefore a long-term proposition.
The immediate need, then, is to devise methods for conducting virtual brainstorming sessions that limit the risk of inferior results. Here is Part I of a set of suggestions for accomplishing that.
- Enforce suspension of judgment
- Participants must be free to contribute whatever might occur to them. If they feel that their contributions might be judged, they have a tendency to self-censor, which limits the flow of ideas. In a face-to-face session, we can readily enforce suspension of judgment. Enforcing this fundamental element of the brainstorm design is difficult in the virtual environment, because it's more difficult to tell when someone is disengaged.
- Training before the session is Although the financial case against
virtual brainstorming might be
straightforward, it might
not be persuasive.therefore much more important for virtual brainstorms than for face-to-face brainstorms. If someone does express an opinion about another's contribution, have a concise, humorous, non-verbal signal for announcing a violation of the norm of suspension of judgment. A klaxon, siren, or train whistle would do nicely. To promote engagement, instead of accepting contributions in random order, poll the attendees in a fixed order, round-robin style.
- Have a very clear problem statement
- In face-to-face sessions, we can readily clarify any ambiguities in problem statements. In virtual brainstorms, confusion is more likely to go undetected, and when detected, it can be trickier to resolve. When multiple languages or cultures are involved, these problems are even more troublesome.
- Be ruthlessly clear when writing problem statements. Include examples, and write statements in multiple different forms. If language is an issue, have professionals translate the problem statement into all relevant languages.
Are your virtual meetings plagued by inattentiveness, interruptions, absenteeism, and a seemingly endless need to repeat what somebody just said? Do you have trouble finding a time when everyone can meet? Do people seem disengaged and apathetic? Or do you have violent clashes and a plague of virtual bullying? Read Leading Virtual Meetings for Real Results to learn how to make virtual meetings much more productive and less stressful — and a lot shorter. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenkCwOjokOAhOJDwtrner@ChackAOdqOYeAtyqdMQkoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Problem Solving and Creativity:
- Problem Defining and Problem Solving
- Sometimes problem-solving sessions are difficult because we get started solving a problem before we
know what problem we're solving. Understanding the connection between stakeholders, problem solving,
and problem defining can reduce conflict and produce better solutions.
- Workplace Barn Raisings
- Until about 75 years ago, barn raising was a common custom in the rural United States. People came together
from all parts of the community to help construct one family's barn. Although the custom has largely
disappeared in rural communities, we can still benefit from the barn raising approach in problem-solving
- New Ideas: Experimentation
- In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These
experiments sometimes lead to trouble. What are the troubles and how can we avoid them?
- Wishful Thinking and Perception: I
- How we see the world defines our experience of it, because our perception is our reality. But how we
see the world isn't necessarily how the world is.
- Problem Displacement by Intention
- When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement
has occurred. Sometimes it's intentional.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenJNbvfShGpbIvNUZIner@ChacRnOxgLANpBHpfLZRoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.