Of the many ways to stifle creativity, one is unsurpassed in effectiveness. I saw it once at a monthly staff meeting. As we plowed through the Open Issues list, Tim had a great idea, which he offered to us. The chair's response was "What a great idea, Tim! Why don't you work that out and report next month?"
Tim learned a lesson that day: don't ever mention your great ideas, especially not in meetings.
We've all made this "mistake" — you make a suggestion, and before you can say "Not Me!" you get volunteered to implement it. You weren't really offering to take on the task — you were just offering an insight that seemed helpful. And then you got stuck with the work.
This trap comes in other varieties. Let's suppose there's an unassigned task to be executed before you can do something else you've committed to. If you mention the unassigned task, it will probably be assigned to you. And if you say nothing, when you finally do explain why your work isn't even started yet, you might be tagged with "Why didn't you mention this before now?"
The problem isn't the offering of ideas — it's the opportunistic behavior of the team lead or chair. Ideas are the "seed corn" of projects. They're the source of all future solutions and inventions. Any chair who saddles the idea-creators with execution responsibility is actually "eating the seed corn." By creating discomfort for the people who offer ideas, the chair trains everyone not to offer ideas. So although the chair solves the immediate problem of finding someone to implement the idea, that solution creates an even bigger problem for the future — a shortage of ideas.
of all future
and inventionsWhat can you do if your team lead or your boss is one of these seed-corn eaters? How can you avoid what happened to Tim?
In the basic form, you preface your idea with a clear statement that you're offering the idea only, not the execution. For example, Tim could have said, "I have an idea for whoever is willing to take this on. I'm too overloaded to do it myself, but I'm willing to explain in more detail to whoever ends up doing this, if that fits for them and if that would be helpful." This creates a contract between Tim and the team — the team gets to hear the idea, with the understanding that Tim is too overloaded to actually execute the idea.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Obstructionist Tactics: II
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. Here's Part
II of a little catalog of tactics.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
- 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.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.