Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 11;   March 15, 2006: Problem-Solving Ambassadors

Problem-Solving Ambassadors

by

Last updated: August 8, 2018

In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.

Suzanne surveyed the options: "Grill" (that meant burgers and fries), "Garden" (that meant salad bar), "Home" (that meant hot and boring), and "World" (today it was East Asia). She noticed that Matteo was at the salad bar, so she decided to do salad today, and headed over there with her tray.

As she reached for the lettuce tongs, Matteo nodded to her and said, "I hate salad."

Suzanne couldn't resist. "Good," she said. "More for the rest of us who hate salad."

Matteo chuckled. "So what'd you think of Lynn's idea?"

Suzanne reached for the cottage cheese spoon. "I think it might work. We have to fill in some holes, but it just might work."

"I agree," said Matteo. "She has a real gift for finding the third way."

Matteo is referring to Lynn's knack for finding a new way to look at things, to bring unity into an otherwise polarized debate. It's one of the skills of people I call Problem-Solving Ambassadors.

Benjamin Franklin

Benjamin Franklin, painting by David Martin, 1767. Photo courtesy U.S. Library of Congress.

In the context of dispersed or global teams, we often meet face-to-face for problem-solving sessions. To manage our travel budgets, we send delegations to these meetings, usually selected for their domain knowledge and problem-solving skills.

And this is where we sometimes err. We choose people for these meetings using the same criterion — domain expertise — that we use for the face-to-face context. Although domain knowledge and problem-solving skills are important, a new skill set is required for dispersed teams — the skills of the ambassador.

Here are some tips for finding and choosing problem-solving ambassadors.

Negotiation skills and empathic skills are critical
In the dispersed environment the delegations that meet must negotiate agreements that last beyond what anyone can know for certain. Agreements must be much more than technically sound — they must support the agendas of the parties well enough to make adherence the best alternative. Problem solving alone won't cut it.
Seek balance
Problem-solving ambassadors do have problem-solving skills, and they are well versed in the subject matter of the meeting. But they need not be the most well versed people available, because we're willing to trade off some domain knowledge and problem-solving abilities for ambassadorial skill.
Look for them where they are
Seek a balance
of domain knowledge
and ambassadorial skill
Where do we find problem-solving ambassadors? Because they're relatively gregarious, they're often bored by purely technical work. We find them in technical sales support, or in customer support or customer consulting. Or maybe management.
Expect varied careers
Because they appreciate the multiplicity of perspectives, they enjoy breadth more than depth. The paths of their careers pass through many different fields.

And most important, like the Lynn that Matteo and Suzanne were talking about, problem-solving ambassadors thrill in resolving issues between constituencies — in finding the third way. Do you know a problem-solving ambassador? Go to top Top  Next issue: Dubious Dealings  Next Issue

303 Secrets of Workplace PoliticsIs 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

For more about empathy and the uses of empathy, see "The Uses of Empathy," Point Lookout for January 4, 2006.

Ambassadors must be diplomats, and one of the most important skills of diplomacy is a mastery of indirectness. See "Using Indirectness at Work," Point Lookout for December 6, 2006, for more.

Your comments are welcome

Would you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Uphill trekSelling Uphill: Before and After
Whether you're a CEO appealing to your Board of Directors, your stockholders or regulators, or a project champion appealing to a senior manager, you have to "sell uphill" from time to time. Persuading decision-makers who have some kind of power over us is a challenging task. How can we prepare the way for success now and in the future?
The Town of Wescott, Wisconsin is recognized as Tree City 2005Workplace Myths: Motivating People
Up and down the org chart, you can find bits of business wisdom about motivating people. We generally believe these theories without question. How many of them are true? How many are myths? What are some of these myths and why do they persist?
A Roman coin from the reign of Marcus Cocceius NervaThe Ups and Downs of American Handshakes: I
In much of the world, the handshake is a customary business greeting. It seems so simple, but its nuances can send signals we don't intend. Here are some of the details of handshakes in the USA.
Two components of the U.S. Consumer Price Index for 1994-2010Constancy Assumptions
We necessarily make assumptions about our lives, including our work, because assumptions simplify things. And usually, our assumptions are valid. But not always.
Conferees attending the NATO Lessons Learned Conferencde 2015How to Find Lessons to Learn
When we conduct Lessons Learned sessions, how can we ensure that we find all the important lessons to be learned? Here's one method.

See also Personal, Team, and Organizational Effectiveness, Problem Solving and Creativity and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

An abandoned railwayComing August 21: Perfectionism and Avoidance
Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
A dog playing catch with a discAnd on August 28: Playing at Work
Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:

Reprinting this article

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

Public seminars

The Race to the South Pole: Lessons in Leadership
On 14The Race to the South Pole: Lessons in Leadership 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:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.