Since they were now officially stuck, Suzanne suggested they take a ten-minute break, and everyone agreed. Lynn left the conference room immediately, and the others went to the back kitchen area to get coffee. That left Matt and Suzanne.
Suzanne had an idea. "I'm wondering," she began, "if maybe the problem isn't someplace else."
Matt, puzzled, tilted his head and said, "By that you mean…"
"I mean, maybe we disagree because we're making different assumptions about something we don't know we're making different assumptions about."
Matt smiled. "I'm sorry, but tortured grammar is my specialty." They both chuckled. "But OK, tell me what you mean."
Suzanne obliged. "I remember something called the Johari window." She went on to show him how they could use the Johari window to expose differing assumptions, and it went something like this.
The Johari window is a four-pane window in which each pane represents a category of our joint knowledge. The panes are Open, Blind, Hidden, and Unknown. Open: I'm aware of this knowledge, and so are you. Blind: You're aware of this knowledge, but I'm not. Hidden: I'm aware of this knowledge, but you're not. And Unknown: Both of us are clueless about this.
When we disagree, the sources of our disagreement can often be outside our mutual awareness. Using the Johari window to classify our assumptions, we can surface them using techniques that are best for each of the Johari window's four categories.When we disagree,
the sources of our
disagreement can often
be outside our
- Open assumptions
- Open assumptions are those I know I'm making, and you do too. If we agree about them, then these assumptions are unlikely to spark destructive conflict. But even if we disagree about an open assumption, it's relatively less likely to create trouble, because we can discuss it, and we might even resolve or suspend our differences.
- When you inventory assumptions to explore the sources of disagreements, start with open assumptions — they're relatively safe, even when there's disagreement about them.
- My blind assumptions
- Blind assumptions are those that I make, but which I'm unaware of, while they're evident to you. Typical are the assumptions about who's responsible for what in a marital relationship, or assumptions based on professional, factional, demographic, or ethnic stereotypes.
- Blind assumptions are hard to find, because the assumer doesn't know they're there [Brenner 2006]. To search for them, propose candidates of your own — assumptions you think someone like you might make without being aware of them. This approach is relatively safe, because identifying the assumptions someone else might be making can seem like blaming — when we uncover a blind assumption, the assumer is more likely to have difficulty than is the assumer's partner.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
The Johari Window was developed by Joseph Luft and Harry Ingham (Joe and Harry) in the 1960s. There's no better work on the topic than their own: Luft, Joseph. Of Human Interaction: The Johari Model. Palo Alto, CA: Mayfield Publishing Co., 1969. It's out of print, so check the library.
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More articles on Personal, Team, and Organizational Effectiveness:
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So it is with Project Status Reports, especially for projects in trouble.
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Often, there are more direct and focused options that can help more and cost less.
- In the Groove
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- False Summits: I
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the summit, it turns out that there is much more climbing to do. So it is in project work.
- Creating Toxic Conflict: I
- Many managers seem to operate as if their primary goal is to create toxic conflict among their subordinates.
Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.
Forthcoming issues of Point Lookout
- Coming November 30: Avoiding Speed Bumps: II
- Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps. Available here and by RSS on November 30.
- And on December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
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