In "The Perils of Piecemeal Analysis: Content," Point Lookout for December 17, 2008, we defined piecemeal analysis as a group process for analyzing proposals — a real-time process of discussion, most often used when the group is subject to stress and tight time constraints. We saw there how the content of the discussion can degrade decision quality, but the form of the discussion itself also creates risks. Here are just a few.
- Elevated risk of groupthink
- Groupthink happens when the members of a group value consensus above decision quality. It's more likely to occur when there are social pressures against dissent, which is seen as a threat to harmony. In piecemeal analysis, when the leaders of the group begin to coalesce around rejection of the proposal, the rate of contribution of new objections can escalate so dramatically that proposers withdraw their ideas. But even if the proposer remains steadfast, groupthink can doom the proposal.
- Elevated risk of pluralistic ignorance
- Pluralistic ignorance is a group phenomenon in which anyone who dissents from an emerging consensus masks his or her dissent because of a belief that the unanimity of the group makes expressing dissent futile, and might even alienate the dissenter from the group. In this way, dissenters can actually be in the majority, while everyone believes the group is unanimous.
- Elevated risk of group polarization
- Group polarization is the tendency of groups to adopt positions more extreme than the group's members would adopt if acting alone. Polarization happens because people feel less responsible for the group decision than they would if they made it themselves; because those with strong opinions can persuade the hesitant or dubious; and because people become more comfortable with the extreme when they realize others support it. The group decision process is thus susceptible to positive feedback effects.
- Appearances can be liabilities
- If the proposal was presented with some polish, it can contain a latent message that it is fully developed and free of inconsistencies, even when it is a mere suggestion. After uncovering a number of objections that have no answers, people begin to see the proposal as all flash and little substance. Moreover, during the objection phase, the proposer necessarily adopts a defensive posture, which can look weak and self-serving. A piling-on effect can occur.
- Group memory plays a part
- If the group Once the proposer completes
the presentation, the
proposal itself adopts
a defensive posturehas experience with piecemeal analysis, role choices are likely to follow prior alignments. For instance, given a second proposition from the same proposer, previous objectors and defenders are likely to step forward, in similar roles. In this way, the results of previous events leak forward into the current event, independent of their relevance or the merits of the proposal.
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More articles on Effective Meetings:
- Problem Defining and Problem Solving
- Sometimes problem-solving sessions are difficult because we get started solving a problem before we
know what problem we're solving. Understanding the connection between stakeholders, problem solving,
and problem defining can reduce conflict and produce better solutions.
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- The Perils of Piecemeal Analysis: Content
- A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion,
the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads
us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.
- Tangled Thread Troubles
- Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes
lead to problems. Here's a little catalog of those difficulties.
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- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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- 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.