Sometimes waiting is the strategy of choice. Waiting can lead to the best outcome for all concerned, or if you aren't concerned for all, it can lead to the best outcome for you. Strategic waiting isn't procrastination. It isn't simply enduring the passage of time until whatever is happening (or not yet happening) stops happening (or starts). Strategic waiting is a choice to achieve favorable results, or to increase the chances of favorable results, by exploiting the passage of time.
In past issues, I've discussed several examples of strategic waiting in different situations. Here's a collection plus a couple more.
- Take time to prepare your response to bullying
- Most bullies know far more about bullying than their targets know about responding to bullying. When preparing to finally respond to the abuse, a common error targets make is to respond before they're really ready. Waiting to respond while making full preparations is a smart strategy. See "Biological Mimicry and Workplace Bullying," Point Lookout for March 31, 2010, for more.
- Make space for others to volunteer
- Usually, voluntarily taking responsibility for an unpleasant or risky task is appreciated. But volunteering is wise only if the degree of appreciation is in proportion to the risk or unpleasantness of the task. When in doubt, consider waiting to see if someone else volunteers. See "The Power of Situational Momentum," Point Lookout for February 24, 2010, for more.
- Wait to accumulate solid evidence
- When contemplating filing a complaint about someone's behavior or performance, be certain that you have a solid, documented case. Waiting for evidence to accumulate to a sufficient level is wise. See "The Power of Situational Momentum," Point Lookout for February 24, 2010, for more.
- Solve problems with time
- Creativity Strategic waiting is a choice
to achieve favorable results,
or to increase the chances of
favorable results, by exploiting
the passage of timehappens even when we aren't trying. Sometimes, setting a problem aside for a while is all that's required for generating the insight that opens the path to a solution. Waiting for your brain to work on the problem, in the background, can be a useful strategy. See "The Shower Effect: Sudden Insights," Point Lookout for January 25, 2006, for more.
- Some problems vanish when solutions present themselves from unexpected sources, but that's more likely to happen if you give it a little time. And some problems are never resolved, but with time, resolving them can become unimportant or even irrelevant.
- Let trouble be a lesson
- Some people, groups, or organizations need to learn important lessons. For whatever reason, they don't heed warnings however sincere they might be. Waiting for a small example of the trouble foretold can be an effective means of changing minds, if the example is small enough to prevent major damage, but big enough to focus those minds.
- Express opinions at the right time
- When expressing an opinion sufficiently divergent from what most believe, prepare for opposition and rejection. That's acceptable. But if you express such opinions often enough, opposition and rejection happen independent of the opinion expressed. To limit this risk, wait for the group to move toward your view just a bit before expressing your view. Too much divergence, too consistently, erodes your credibility even if your views are usually valid.
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More articles on Problem Solving and Creativity:
- Choices for Widening Choices
- Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't
recognize all the possibilities — they're happiest when choosing is easy. When we notice this
happening, what can we do about it?
- On Beginnings
- A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to
letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?
- We Are All People
- 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.
- What, Why, and How
- When solving problems, groups frequently get stuck in circular debate. Positions harden even before
the issue is clear. Here's a framework for exploration that can sharpen thinking and focus the group.
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
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.
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- 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.