In emergencies, group problem solving is unusually challenging, especially if lives, careers or companies depend on finding a solution immediately. Here are some tips for members of teams that are solving problems in emergencies.
veryone was silent as Robin came to the end of her presentation. She sat. It was now clear that they were in much more trouble than anyone had guessed. Warner was dumbfounded. Not really asking, he asked, "What on earth were they thinking?"
Robin knew that an answer was neither necessary nor possible, but she replied anyway. "Not sure," she said. "Probably they were hoping more than thinking." That seemed to help a little — there were faint smiles from several of the others.
Robin went on, "But even if we knew what they were thinking then, it wouldn't help us fix this now." That seemed to help even more.
Robin has just used two of the most important tactics available for emergencies: she's using her wits (and her wit), and she's keeping the focus on the issues. Here are more tactics for emergency problem solving.
Keep blame at bay
Blame and problem solving do not mix. If you survive the emergency, there will be time for accountability. If you don't survive, finding fault probably won't matter much.
Don't play "I told you so"
Working effectively with others in emergencies requires special care
I-told-you-so is a kind of reverse blaming — it's designed to prove the faultlessness of the person making the claim. It isn't problem solving, and it pushes people's buttons.
Evaluate solutions on their merits
In normal times, the credibility of the originator or originators of a proposal influences how we evaluate that proposal. In emergencies, the workability of a proposal is far more important than the status of its originator.
Act decisively and immediately
In emergencies, the tumble of events takes on a character so distinctive that I call it the "emergency snowball." Because we lack the resource margins that usually permit us to leave problems unresolved, we must act decisively. Delaying action entails risk.
Accept your place in the hierarchy
During the emergency, improving or defending your status within the team interferes with its ability to function as a unit with a single shared goal. Accept your place for now, however unjust you feel it might be. The emergency itself might provide the justice you seek.
Honor your interdependence
If you accept a responsibility or make a commitment to the team, honor the team's expectations. Unless you make every effort to report a deviation beforehand, doing something different from what you promised can seriously complicate the emergency.
Hear people out
In a true emergency, you'll almost certainly have occasion to listen to fractured, unclear or disjointed descriptions of new problems or other bad news. Listen patiently. Save your questions for the end of the report.
Most important, adopt a positive perspective. When comparing alternatives, frame discussions in terms of the relative advantages of the options, rather than their relative disadvantages. Belief in success is the foundation of success. TopNext Issue
In emergencies, we're less able than usual to resist the urge to make every effort "count" towards the ultimate deliverable. For a discussion of the downside of this approach, see "Trying to Do It Right the First Time Isn't Always Best," Point Lookout for March 14, 2007.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Cost reduction is so common that nearly every project plan today should include budget and schedule for several rounds of reductions. Whenever we cut costs, we risk cutting too much, so it pays to ask, "If we do cut too much, what are the consequences?"
Like a traditional family album, a project family album has pictures of people, places and events. It builds connections, helps tie the team together, and it can be as much fun to look through as it is to create.
Since companies sometimes tackle projects that they have no hope of completing successfully, your project might be completely wrong for your company. How can you tell whether your project is a fit for your company?
When projects founder, we're often shocked — we thought everything was moving along smoothly. Sometimes, with the benefit of hindsight, we can see that we had — or could have had — enough information to determine that trouble was ahead. Somehow it was obscured by fog. How can we get better at seeing through the fog?
Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?
I offer email and telephone coaching at both corporate and individual rates.
Contact me for details at rbrenner@ChacoCanyon.com
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veryone was silent as Robin came to the end of her presentation. She sat. It was now clear that they were in much more trouble than anyone had guessed. Warner was dumbfounded. Not really asking, he asked, "What on earth were they thinking?"
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Next IssueAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
The Cheapest Way to Run a Project Is with Enough Resources
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Geese Don't Land on Twigs
Seeing Through the Fog
Nine Positive Indicators of Negative Progress
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Ever wonder if there isn't a better way to travel? Travel is essential, but the hassles of travel aren't. Read 202 Tips for Business Travel to learn how to convert business travel from a time-wasting hassle to a breeze. Revised and updated for 2008 with 101 new tips! Check it out!
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Are you doing work you love? Are you less in love with the job? Bad boss, long commute, troubling ethical questions, hateful colleague? Read Go For It! Sometimes It's Easier If You Run to learn what we can do when we love the work but not the job. It helps you get moving again!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to plan and execute your change efforts to inspire real, passionate support. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
