Most teams solve problems, and that means working together in meetings. We meet in conference rooms, in hallways, at copiers, in cafeterias, at vending machines, by telephone, in virtual meeting spaces, on airplanes, and even washrooms (though washroom meetings are vastly over-rated). Working together, we can sometimes forget that we're all people, and that we have a common objective — solving the problem.
Here are nine guidelines that might help us all to remember that when we work together to solve problems, we are all still people.
- Assume that you still don't understand the problem
- You're more likely to be open to new ideas if you accept that your understanding is incomplete. At any point, it's safest to assume that some subtleties have escaped you. See "Problem Defining and Problem Solving," Point Lookout for August 3, 2005, for more.
- Nobody measures status accurately — including you
- How you look to others doesn't matter much, because the few who do keep score are mostly counting their own chips, not yours. They do compare themselves to how they see you, but you can't control how they see you. And your perception of your own status is probably way off, too.
- Waiting for permission or space to participate doesn't work. If you have a worthwhile contribution, make it available. But remember — no elbows. See "What to Do About Organizational Procrastination" for more.
- Make space for everyone
- When teams engage, and some people tend to dominate, they deprive the team of access to the contributions of others. Take responsibility for making space for everyone. See "Plopping," Point Lookout for October 22, 2003, for more.
- Balance task and relationship
- Solving You're more likely to be open
to new ideas if you accept
that your understanding
is incompletethe problem by trashing relationships is failure. Preserving relationships at the expense of solving the problem is also failure. See "If You Weren't So Wrong So Often, I'd Agree with You," Point Lookout for May 8, 2002, for more.
- Give it a rest
- When we work too hard, we tire. We can lose our creative edge. We can hurt one another. To recover creativity and humanity, refresh yourselves. Take breaks. Work in a variety of formats. See "The Shower Effect: Sudden Insights," Point Lookout for January 25, 2006, for more.
- Increasing pressure eventually causes turbulence
- A calm river can handle only so much water. Beyond that, you get white water. A little pressure does help the team, but more leads to conflict, errors, turnover, stress diseases, divorces, and other bad stuff.
- Have special procedures for emergencies
- Usually, we have time for research, detailed discussion, and consensus decision-making. In emergencies, we don't. Time works against us. Have special procedures for "condition red." See "Declaring Condition Red," Point Lookout for August 22, 2001, for more.
- Appreciate differences
- We're all different. We approach problems differently. We see things differently. Our differences ensure that we take all relevant factors into account, and that we try a variety of approaches to solving problems. Those differences are a source of great strength. See "Appreciate Differences," Point Lookout for March 14, 2001, for more.
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? rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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:
- Commitment Makes It Easier
- When you face obstacles, sometimes the path around or through them is difficult. Committing yourself
to the path lets you focus all your energy on the path you've chosen.
- Self-Serving Bias in Organizations
- We all want to believe that we can rely on the good judgment of decision makers when they make decisions
that affect organizational performance. But they're human, and they are therefore subject to a cognitive
bias known as self-serving bias. Here's a look at what can happen.
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
- Office Automation
- Desktop computers, laptop computers, and tablets have automation capabilities that can transform our
lives, but few of us use them. Why not? What can we do about that?
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.