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 reluctantto 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
- 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
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
What Haven't I Told You?
- When a project team hits a speed bump, it often learns that it had all the information it needed to
avoid the problem, sometimes months in advance of uncovering it. Here's a technique for discovering
this kind of knowledge more systematically.
Games for Meetings: II
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
Poverty of Choice by Choice
- Sometimes our own desire not to have choices prevents us from finding creative solutions. Life
can be simpler (if less rich) when we have no choices to make. Why do we accept the same tired solutions,
and how can we tell when we're doing it?
FedEx, Flocks, and Frames of Reference
- Your point of view — or reference frame — affects what you see, and how you experience the
world around you. By choosing a reference frame consciously, you can see things differently, and open
a universe of new choices.
Getting Value from Involuntary Seminars
- Whatever your organizational role, from time to time you might find yourself attending seminars or presentations
involuntarily. The value you derive from these "opportunities" depends as much on you as on
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See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming May 14: Working with the Overconfident
- A cognitive bias known as the Overconfidence Effect causes us to overestimate the reliability of our judgments. Decisions we make based on those judgments are therefore suspect. But there are steps we can take to make our confidence levels more realistic, and thus make our decisions more reliable. Available here and by RSS on May 14.
And on May 21: Mismanaging Project Managers
- Most organizations hold project managers accountable for project performance. But they don't grant those project managers control of needed resources. Nor do they hold project sponsors or other senior managers accountable for the consequences of their actions when they interfere with project work. Here's a catalog of behaviors worth looking at. Available here and by RSS on May 21.
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