In Boston, in early February, the Lower Basin of the Charles River is frozen. I know there's life in the river, though, because some ducks and geese are wintering over here. I'm guessing that the ducks especially appreciate this morning's bright sun, because about 50 of them are gathered on the ice in the lee of the left bank, warming themselves. They sit contentedly, heads turned completely backward, bills tucked under wings, in contorted postures that could be comfortable only for ducks.
They close their eyes, but they aren't asleep. Every once in a while, they peek — to check that all's well and that no threats have appeared. When they peek, each sees a different part of the world, because no two ducks face in exactly the same direction. But they do see some of the other ducks.
Since each individual faces in a different direction, the flock can see the whole world. If a threat appears, some ducks see it, and they stir. The others who can see them, in turn, stir too, and within a second or two all the ducks know about the threat.
This system works because each duck settles into a position that it finds uniquely comfortable. The ducks don't demand that everyone face in exactly the same direction, or that all bills be tucked under the same wingpit. They let it happen however it happens. The diversity of direction guarantees the security of the flock.
of the flockIn group problem solving, we sometimes forget this lesson. Diversity of opinion, and healthy, reasoned debate, ensure that our conclusions take into account all the difficulties we can anticipate. When we impose lock-step thinking, and when we pressure each other to limit debate, we limit the exploration of sources of risk, which, ironically, exposes us to the risk of unanticipated risk.
To reach sound decisions, we need vigorous debate. Yet, in some organizations, questioning proposals that have lots of momentum can feel very unsafe, especially if powerful people propose them.
The "Curmudgeon Team" is a possible workaround. When you're considering a proposal, appoint several people to team up to oppose the idea. Make it their job to ask the difficult questions and to pose the difficult what-ifs. This approach invigorates the debate, and it's a lot of fun, especially in costume. To avoid any long-lasting effect on individuals, rotate this job on a monthly basis.
After you've run Curmudgeon Teams for several months, and you've seen how they strengthen decisions and proposals, the safety issue will lessen. You'll use this artifice less often, because people will have come to appreciate differences. And maybe they'll even learn to trust each other as much as do the ducks on the ice of the Charles River. Top Next Issue
For more about differences and disagreements, see "When You Think They've Made Up Their Minds," Point Lookout for May 21, 2003; "Towards More Gracious Disagreement," Point Lookout for January 9, 2008; "Blind Agendas," Point Lookout for September 2, 2009; and "Is the Question 'How?' or 'Whether?'," Point Lookout for August 31, 2011.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
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- If your job responsibilities sometimes require that you tell powerful people that they must do something
differently, you could find yourself in danger from time to time. You can learn a lot from tugboat captains.
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that we have the freedom to decide whether or not to accept the messages we receive.
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- How to Reject Expert Opinion: I
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or to reject their advice. How do groups come to make these choices?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenYCMiReCWCtHhHxZgner@ChacCJzzDebrAgzCiDBDoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 are some dates for this program:
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Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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- Many people experience virtual teams as awkward, slow, and sometimes
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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 a date for this
- 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 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.
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