It's early afternoon on a glassy tropical ocean in 1798. You're a "jack tar" — an ordinary seaman on an English sailing vessel. You're on the watch, with little to do, because the sails are already set and the ship is nearly becalmed under a hot equatorial sun. Along with most of the rest of the watch, you're splicing sheets in the merciful shade of the mainsail.
Every minute or so, one of you looks over his shoulder at the smoking lamp. It's still out, but you expect the mate to order it lit at any moment. When that happens, you can light your pipe.
Lighting the smoking lamp told sailors they could smoke. Smoking was generally dangerous on the deck of an eighteenth century vessel, because just about everything on board was flammable, and the tar they used to caulk seams was everywhere. Even an ember from a pipe could set it alight. Smoking was permitted only when the wind was light and favorable.
In problem-solving organizations, we don't worry much about fire, but the tendency to jump into "solution mode" prematurely is just as dangerous, because most problems have multiple interacting causes.
For instance, if a solution addresses one of the causes, and it fails, we might think that our solution didn't work, when actually it was necessary, but not sufficient. And some causes are active only when other causes are inactive. The bad behavior we observe when our trial solution is in effect might actually be due to a different failure mechanism.
Even when we're just exploring a problem, we're easily deflected into solving it, which makes it difficult to focus on understanding rather than solving. One technique that helps is to use a "solving lamp," analogous to the sailor's smoking lamp.
Get a Lava Lamp, or a flashlight that you can stand on end. Bring it to any meeting that you think might be vulnerable to falling into solution mode prematurely. Explain that during the parts of the meeting when the solving lamp is lit, we're looking for solutions, and when the solving lamp is out, we're doing something else.
The tendency to jump into
"solution mode" prematurely
is dangerous because
most problems have
multiple interacting causesHere are some of the advantages of solving only when the solving lamp is lit:
- It's easier to solve problems that you actually understand
- Some people will find it easier to wait until everyone understands the problem better
- Those who prefer exploring the problem before solving it are on a more equal footing with those who prefer moving to solution earlier
- Solutions are more likely to encompass the right combination of interacting causes
If you're an organizational leader considering how to equip all conference rooms with solving lamps, but you don't know where to find the budget for it, then you have a problem. The solving lamp is lit. Top Next Issue
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!
Your comments are welcomeWould you like to see your comments posted here? rbrentwfTqvtmDjwayXmHner@ChacJdMAVQtxqSSxaikwoCanyon.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:
- When we steer the discussion away from issues to attack the credibility, motives, or character of our
debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical,
and it leads to bad, expensive decisions that we'll probably regret.
- Ten Reasons Why You Don't Always Get What You Measure: III
- The phrase "You get what you measure," has acquired the status of "truism." Yet
many measurement-based initiatives have produced disappointing results. Here's Part III of an examination
of the idea — a look at management's role in these surprises.
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
- How to Find Lessons to Learn
- When we conduct Lessons Learned sessions, how can we ensure that we find all the important lessons to
be learned? Here's one method.
- 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.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUJmdKMIUQAoQkGlFner@ChacQWfkFbqJiEzwMtYKoCanyon.com or (650) 787-6475, 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.