Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 28;   July 12, 2006: We Are All People

We Are All People

by

When a team works to solve a problem, it is the people of that team who do the work. Remembering that we're all people — and all different people — is an important key to success.
White water rafting

White water rafting. Photo courtesy US NASA Goddard Space Flight Center.

Most teams solve problems, and that means working together in meetings. We meet in conference rooms, in hallways, at copiers, in cafeterias, at vending machines, by telephone, in virtual meeting spaces, on airplanes, and even washrooms (though washroom meetings are vastly over-rated). Working together, we can sometimes forget that we're all people, and that we have a common objective — solving the problem.

Here are nine guidelines that might help us all to remember that when we work together to solve problems, we are all still people.

Assume that you still don't understand the problem
You're more likely to be open to new ideas if you accept that your understanding is incomplete. At any point, it's safest to assume that some subtleties have escaped you. See "Problem Defining and Problem Solving," Point Lookout for August 3, 2005, for more.
Nobody measures status accurately — including you
How you look to others doesn't matter much, because the few who do keep score are mostly counting their own chips, not yours. They do compare themselves to how they see you, but you can't control how they see you. And your perception of your own status is probably way off, too.
Engage
Waiting for permission or space to participate doesn't work. If you have a worthwhile contribution, make it available. But remember — no elbows. See "What to Do About Organizational Procrastination" for more.
Make space for everyone
When teams engage, and some people tend to dominate, they deprive the team of access to the contributions of others. Take responsibility for making space for everyone. See "Plopping," Point Lookout for October 22, 2003, for more.
Balance task and relationship
Solving You're more likely to be open
to new ideas if you accept
that your understanding
is incomplete
the problem by trashing relationships is failure. Preserving relationships at the expense of solving the problem is also failure. See "If You Weren't So Wrong So Often, I'd Agree with You," Point Lookout for May 8, 2002, for more.
Give it a rest
When we work too hard, we tire. We can lose our creative edge. We can hurt one another. To recover creativity and humanity, refresh yourselves. Take breaks. Work in a variety of formats. See "The Shower Effect: Sudden Insights," Point Lookout for January 25, 2006, for more.
Increasing pressure eventually causes turbulence
A calm river can handle only so much water. Beyond that, you get white water. A little pressure does help the team, but more leads to conflict, errors, turnover, stress diseases, divorces, and other bad stuff.
Have special procedures for emergencies
Usually, we have time for research, detailed discussion, and consensus decision-making. In emergencies, we don't. Time works against us. Have special procedures for "condition red." See "Declaring Condition Red," Point Lookout for August 22, 2001, for more.
Appreciate differences
We're all different. We approach problems differently. We see things differently. Our differences ensure that we take all relevant factors into account, and that we try a variety of approaches to solving problems. Those differences are a source of great strength. See "Appreciate Differences," Point Lookout for March 14, 2001, for more.

When next you meet with teammates, focus on one or two of these guidelines. If you see a chance to make things better, seize it. Go to top Top  Next issue: Workplace Myths: Motivating People  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

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Forthcoming issues of Point Lookout

Srinivasa RamanujanComing August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or unseen in other workplaces. Here's Part II of a growing catalog. Available here and by RSS on August 9.

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The Power Affect: How We Express Our Personal Power
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Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople 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 program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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 a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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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