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

Problem-Solving Ambassadors

by

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? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Ethics at Work:

Blaming and placatingDealing with Implied Accusations
Some people use rhetorical tricks that push our buttons, which makes choosing wisely difficult. Implied accusations make us defensive, which is almost always a bad place to be. What other choices do we have?
Handbill for the exhibition of Manet's The Execution of Emperor MaximilianHave a Program, Not Just an Agenda
In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.
The damaged Apollo 13 Service Module, as seen from the command moduleHealthy Practices
Some organizational cultures are healthy; some aren't. How can you tell whether your organizational culture is healthy? Here are some indicators.
The road to Cottonwood Pass, ColoradoBig, Complicated Problems
Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape.
The Bill of RightsPersonal Boundaries at Work
We often speak of setting boundaries at work — limitations on what we can reasonably ask of each other. We speak of them, but we don't always honor them. They can be easier to remember and honor if we regard them as freedoms rather than boundaries.

See also Ethics at Work and Ethics at Work for more related articles.

Forthcoming issues of Point Lookout

A Crusader tank with its 'sunshield' lorry camouflage erected 26 October 1942Coming February 26: Devious Political Tactics: Bad Decisions
When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
A human shaking hands with an androidAnd on March 5: On Begging the Question
Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post 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.