When groups solve problems collaboratively, discussions sometimes develop chaotic patterns of considering what the solution must do, when it must be completed, how much it will cost, who will lead the work, what additional information is required, and on and on.
Chaotic wandering through this tangle can set in almost before the group realizes it. And once the chaos comes to their attention, disagreements about how to manage it become the next obstacles. Here are some suggestions for dealing with the tangles.
- Focus first on options for "what"
- The "what" of a candidate solution is its essential concept — the strategy it embodies. For each candidate solution, devise a few words or phrases that capture its essence. Then without evaluating the solution's merits, without considering costs, schedule, or any of its other attributes, move on to the next candidate.
- The effort of crafting concept statements for candidate solutions has a high and immediate return. It creates consensus about what each candidate is, it stimulates thinking about new candidates, and it brings clarity and definition to the next steps of the discussion.
- Consider the politics of leader choice
- Sometimes people contend for the leadership role for a solution; sometimes they run from it. Ownership of the solution effort can generate analogous responses. In either case, the opinions about solution attributes voiced by candidates for leader or owner might be more closely related to their agendas with respect Using rough estimates to
rank order candidate solutions
is probably not sensibleto leadership or ownership, than they are related to the attributes under discussion.
- Examine the contributions of leader or owner candidates and their advocates very closely. Accepting their comments at face value might be unwise.
- Use budget and schedule considerations as screens
- The costs and timelines of candidate solutions are usually difficult to project with any accuracy at this stage of the discussion. Estimation errors generally don't allow for comparison of different solutions, except when the differences are very dramatic.
- Using rough estimates to eliminate candidate solutions can be an effective way to focus the field of candidate solutions. Using these same estimates to rank order the surviving candidate solutions is probably less sensible.
- Consider the politics of bottlenecks
- Shortages of particular skills are the usual cause of bottlenecks. If a candidate solution requires contributions from people who are required elsewhere, selecting that solution likely will place the effort in direct contention with other efforts.
- Sometimes the people with rare skills enjoy or seek the contention; sometimes they abhor it. Any discussion of solutions requiring rare resources is therefore fundamentally political. Unless you have what's needed to entice, enlist, secure, and defend your claim to the people with rare skills, pursuing solutions that need them might be risky.
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 Problem Solving and Creativity:
- How we deal with adversity can make the difference between happiness and something else. And how we
deal with adversity depends on how we see it.
- Forward Backtracking
- The nastiest part about solving complex problems isn't their complexity. It's the feeling of being overwhelmed
when we realize we haven't a clue about how to get from where we are to where we need to be. Here's
one way to get a clue.
- Design Errors and Groupthink
- Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs,
because their causes can be fundamental. Here's a first installment of an exploration of some fundamental
causes of design errors.
- Rationalizing Creativity at Work: I
- Much of the work of modern organizations requires creative thinking. But financial and schedule pressures
can cause us to adopt processes that unexpectedly and paradoxically suppress creativity, thereby increasing
costs and stretching schedules. What are the properties of effective approaches?
- Solving the Problem of Solving Problems
- Problem solving is sometimes difficult when our biases interfere with generating candidate solutions,
or with evaluating candidates we already have. Here are some suggestions for dealing with these biases.
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.
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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:
- 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.
- 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.
- 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 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.