After an hour of debate, their choices had narrowed. Dylan summarized: "Either we deliver the original package using only our downsized team and downsized budget, or we cancel. I think we have no choice. We go ahead with what we have left." He turned to Helen. "Don't you agree?"
Helen felt pressured. Dylan, along with the rest of the group, was seeing only some of their choices. Helen decided to tell them that. "I do agree that those are two of our choices. I'm just wondering about our other options. What happens if we offer to stretch out the schedule?"
Helen is gently trying to widen the team's choices by describing one alternative specifically, to see if the team will consider it. How well that tactic works depends on why the group has chosen not to look for other options.
Here are some choice-widening tactics tailored to situations when teams might not see their full range of choices.When a group is reluctant
to look at all its choices,
what can you do?
- It's their football
- If the team is in a dependent stance, it might decide that its choices are limited, considering only those options that it believes are approved.
- Question those beliefs. Instead of proposing a specific alternative choice, as Helen did, try to move the team to explore possibilities directly with those who have approval authority.
- Taboos sometimes prevent the discussion of certain alternatives. For instance, a taboo against acknowledging failure can close down any discussion of a schedule slip or a cancellation.
- Direct attention toward the taboo. Ask about it, and ask what will happen if the taboo suspended for five minutes. Use humor. Once the taboo is suspended, open a discussion of alternatives.
- Imaginary responsibility shift
- By letting others dictate the choice, team members transfer the responsibility for the consequences of the choice — at least in their own minds.
- Open a discussion of responsibility. Ask directly who is responsible for the consequences of the choices the team makes. Can it ever be anyone other than the team?
- Fear of success
- Virginia Satir observed that people often choose the familiar over the comfortable. Sometimes success looks risky.
- Explore the upside of the alternatives you have in mind. For instance, Helen could ask, "If we slip by three months, how much better would our product be?"
- Trips to Abilene
- Sometimes a group decides to do something nobody in the group wants to do ("Trips to Abilene," Point Lookout for November 27, 2002).
- Ask "are we on a trip to Abilene?" Explore the reasons behind the choices the group has made.
A narrow range of choices produces a narrow range of outcomes. When a team needs more choices, a wide range of choice-widening tactics helps. Some of the tactics above might serve in your situation, but what if you need more choices for widening choices? How can you find more? Top Next Issue
The 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
Your comments are welcomeWould you like to see your comments posted here? rbrenEMeJecFpzRCFrDVmner@ChacePTHhqPLsVfLKkdYoCanyon.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:
- Organizational Firefighting
- Sometimes companies or projects get into trouble, and "fires" erupt one after another. When
this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we
have a lot to learn from wildland firefighters.
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- Clueless on the Concept
- When a team member seems not to understand something basic and important, setting him or her straight
risks embarrassment and humiliation. It's even worse when the person attempting the "straightening"
is wrong, too. How can we deal with people we believe are clueless on the concept?
- Overconfidence at Work
- Confidence in our judgments and ourselves is essential to success. Confidence misplaced — overconfidence
— leads to trouble and failure. Understanding the causes and consequences of overconfidence can
be most useful.
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
discourage almost everyone. We say that people are stubborn when they continue to pursue a goal that
we regard as unachievable. What are our choices when achieving the goal is difficult?
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenbdPqIQREtMnOMedIner@ChacGYGMbVKvioaNDfXooCanyon.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.