Lock-in occurs in group decision making, when groups engage in, for instance, negotiations, politics, diplomacy, war, management, and problem solving. It happens when groups fail to adapt to changing situations, rejecting or failing to see alternatives to their choices even when those alternatives are clearly superior. Instead, they escalate their commitment to the chosen course.
Knowing the indicators of lock-in can be helpful to anyone who wants to move a group toward alternatives. Here are four indicators relating to the history of the group's decisions.
- Path dependence
- Although the group's decisions depend on both its composition and its current perceptions of the problem, they also depend on the path the group traveled in arriving at its current position.
- The path traveled determines the state of knowledge within the organization, the hires made, the consultants known and trusted, the sites and locations that were developed, the equipment and software acquired, and many more personnel and physical factors. This history can cause decision makers to persist with a solution beyond the point where they would have if they had a different history.
- The need for justification
- Closely related to path dependence is the need for justification. The need for internal justification can arise when the decision makers have personally supported choices that led to the current situation. By escalating commitment, they hope that the eventual outcome will justify to themselves both the choice they are now making and all their past choices as well.
- External justification is similar, except that the audience of the justifying action is the group's perception of others' assessment of the group's performance.
- To those Detecting lock-in in your organization
can be difficult if you're one of
the decision makersoutside the group, inflexibility is both an obvious indicator of lock-in and difficult to understand. For seemingly unfathomable reasons, decision makers reject alternatives that seem promising.
- Because seeming inflexible or irrational can be damaging to one's career, groups that adopt inflexible positions do so most often in desperation. They feel beset. They feel that adaptive behavior will make them seem weak, and thereby cause more damage than inflexibility will.
- Closure of alternatives
- Closure, or exclusion, of alternatives does not present inherent difficulties in achieving high-quality decisions. However, premature closure of alternatives, or continuing exclusion of alternatives in the face of repeated failure, does threaten decision quality.
- When a group enforces or accepts closure of alternatives in the face of failure of its chosen course, lock-in is likely in place. One exception: a person or people who have power over the group's decisions can impose closure. In this case, the lock-in has occurred not in the decision-making group, but in the mind of the person executing the closure.
Detecting lock-in in your organization can be difficult if you're one of the decision makers. To practice, use a different organization — your national or local government probably provides some truly rich examples. First in this series Top Next Issue
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenQtHrDOBzlqyRADPsner@ChacbdCxZcRTztMbjpploCanyon.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 Personal, Team, and Organizational Effectiveness:
- The Shape of the Table
- Not only was the meeting running over, but it now seemed that the entire far end of the table was having
its own meeting. Why are some meetings like this?
- Films Not About Project Teams: II
- Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be
about project teams. Most are available to borrow from the public library, and all are great fun.
- How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and
provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we
get rid of it?
- The Paradox of Confidence
- Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence
of lesser ability. Recent research suggests that confidence and competence are inversely correlated.
If so, our assessments of credibility and competence are thrown into question.
- Be With the Real
- When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed
that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenkTaCxAylRqneakLlner@ChacuwnzHSdwJHzXVojqoCanyon.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
- 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. Here are some upcoming dates for this program:
- 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.