Occasionally a team member or two seem clueless on the concept. They haven't understood something basic to the effort, or worse, they think they understand, but they don't. If the rest of the team is wrong — and doesn't realize it — even one clueless individual can truly be a gift. Debates lead to new understanding, and usually that's progress. But most often, the minority view was just wrong, and everyone else was on the right path.
Sometimes the minority is confused because of indolence or distraction. That's best treated as a performance issue. At other times, the problem is miscommunication, or lack of background, or the difficulty of the concept itself. If this situation is handled indelicately, it is most fraught with risk to relationships.
Here are three tips for avoiding those risks. In what follows, Charlie is the clueless one, and I'll alternate Charlie's gender.
- The clueless usually don't identify themselves
- If Charlie doesn't realize that he's clueless, he sees no need to announce his cluelessness. But even if he senses that something is amiss, he might conceal his confusion to avoid embarrassment, especially if ridicule or derision — even the good-natured kind — is part of team culture.
- Even when everyone seems to grasp the issue, it can be risky to assume without careful verification that they actually do. Be attuned to the nuances that suggest confusion.
- Misimpressions and misconceptions happen for a reason
- Charlie might have developed her conceptual understanding on the basis of ambiguous information. The information might not have been sufficient to clearly distinguish between the misconception she developed, and the concept everyone else acquired. Charlie's version of the concept might actually be consistent with the information she was given.
- Even though the If people don't realize that
they're clueless, they see no
need to announce
their cluelessnessinformation Charlie got might have been identical to what others received, her past experience and knowledge might have led her to see things differently. To manage this risk, be ridiculously explicit when communicating difficult or abstract ideas. Use numerous examples.
- Consider a private discussion
- When you suspect that Charlie's conceptual understanding is somehow incorrect, public inquiry is an ineffective and risky way to investigate the matter. By the time others suspect confusion, Charlie almost certainly does, too. He'll notice any investigation, even the indirect kind, and he might very well respond so as to conceal the misconception.
- A private conversation can be much more productive and sparing of Charlie's feelings, because he's more likely to be forthcoming in private than he is in a more public setting.
Very likely, you felt that you weren't clueless on the concept of being clueless on the concept. But if you were clueless about it, you wouldn't have known it. Anyway, I hope you aren't now. But then, I have no way of knowing. Top Next Issue
Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. In part, it's rare because we usually strive only for adequacy, not for greatness. We do this because we don't fully appreciate the returns on greatness. Not only does it feel good to be part of great team — it pays off. Check out my Great Teams Workshop to lead your team onto the path toward greatness. More info
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More articles on Personal, Team, and Organizational Effectiveness:
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we're all people — and all different people — is an important key to success.
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when stress is high, as it is in emergencies, we're more likely to make mistakes. Knowing those mistakes
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- Holding Back: I
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Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- 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
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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.