We Are All People

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.

Engage

Waiting for permission or space to participate doesn't work. If you have a worthwhile contribution, make it available. But remember — no elbows. See ":wrapquotes" 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.

When next you meet with teammates, focus on one or two of these guidelines. If you see a chance to make things better, seize it.  Top    Next Issue

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Forthcoming issues of Point Lookout

Coming June 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

And on June 21: Asking Burning Questions

When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.

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