Of the many ways to stifle creativity, one is unsurpassed in effectiveness. I saw it once at a monthly staff meeting. As we plowed through the Open Issues list, Tim had a great idea, which he offered to us. The chair's response was "What a great idea, Tim! Why don't you work that out and report next month?"
Tim learned a lesson that day: don't ever mention your great ideas, especially not in meetings.
We've all made this "mistake" — you make a suggestion, and before you can say "Not Me!" you get volunteered to implement it. You weren't really offering to take on the task — you were just offering an insight that seemed helpful. And then you got stuck with the work.
This trap comes in other varieties. Let's suppose there's an unassigned task to be executed before you can do something else you've committed to. If you mention the unassigned task, it will probably be assigned to you. And if you say nothing, when you finally do explain why your work isn't even started yet, you might be tagged with "Why didn't you mention this before now?"
The problem isn't the offering of ideas — it's the opportunistic behavior of the team lead or chair. Ideas are the "seed corn" of projects. They're the source of all future solutions and inventions. Any chair who saddles the idea-creators with execution responsibility is actually "eating the seed corn." By creating discomfort for the people who offer ideas, the chair trains everyone not to offer ideas. So although the chair solves the immediate problem of finding someone to implement the idea, that solution creates an even bigger problem for the future — a shortage of ideas.
of all future
and inventionsWhat can you do if your team lead or your boss is one of these seed-corn eaters? How can you avoid what happened to Tim?
In the basic form, you preface your idea with a clear statement that you're offering the idea only, not the execution. For example, Tim could have said, "I have an idea for whoever is willing to take this on. I'm too overloaded to do it myself, but I'm willing to explain in more detail to whoever ends up doing this, if that fits for them and if that would be helpful." This creates a contract between Tim and the team — the team gets to hear the idea, with the understanding that Tim is too overloaded to actually execute the idea.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
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- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
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How can we do that without seeming to be hostile, threatening, or disrespectful?
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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 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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.