Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 9, Issue 39;   September 30, 2009: Tangled Thread Troubles

Tangled Thread Troubles

by

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.

In group discussions, we sometimes use facilitators to manage the flow of contributions. One technique employs a queue. During the discussion, usually while one participant is speaking, another might catch the attention of the facilitator to request a spot in the queue. In person, this can be done with a raised hand or a facial expression. In teleconferences, it might occur through a "hand-raise" channel or through texting.

A single-strand knot

A single-strand knot. This particular knot cannot be un-knotted without cutting the string and rejoining it. In this respect, it is similar to the kind of tangles that occur in multi-threaded discussions. But it differs from them in at least two ways. First, multi-threaded discussions consist of more than one strand. Second, since some contributions to multi-threaded discussions belong to more than one thread, the threads of discussions are sometimes joined to each other at one or more points. Untangling a discussion is thus a much more complex problem than unknotting strings. Image by Robert G. Scharein courtesy U.S. National Science Foundation.

Queues work well for smaller groups discussing noncontroversial topics. But when the energy level rises, or the headcount passes a dozen or so, disorder sometimes appears in the form of thread tangling.

A "thread" in a discussion is a collection of related contributions. In most discussions, although all contributions are related, some contributions are more closely connected than others. For instance, one thread might consist of several contributions rebutting one assertion, while another thread might offer support for an altogether different assertion.

Sometimes individual threads get fragmented, or tangled, because of the uncoordinated order of arrival in the queue. This thread tangling can lead to feelings of frustration, for several reasons.

Pseudo-plopping
"Plopping" is the systematic but polite ignoring of the contributions of one or more individuals. Their contributions, whatever they are, go "plop." Consequently, the people who are ignored can feel so alienated and bitter that they cease contributing.
Pseudo-plopping is what happens when a discussion's threads become so tangled that contributions seem to be ignored because they are forgotten or mislaid in the mess. The result is frustration, and possibly some of the same feelings as occur in plopping.
Information overload
People have a limited ability to remember chunks of information. [Miller 1956] The number of distinct chunks seems to be People lose track of the
conversation, or forget
some of what they
wanted to say
seven plus or minus two. Under stress, when angry, or amid interruptions or distractions, the limit is probably lower.
Trouble occurs when the limit is less than the number of contributions intervening between the time when a participant first enters the queue and when that participant finally speaks. People lose track of the conversation, or forget some of what they wanted to say. Some feel frustrated; some feel inadequate. They experience stress.
Defocusing
When three or more threads are active, the difficulty of keeping them all in focus overwhelms most people. Some have the experience of wanting to contribute to more than one thread.
When people who want to make multiple contributions to different threads finally do speak, they have to flip from one thread to the next. Sometimes, things get so confusing that they have to use notes. They forget some of what they wanted to say, they misspeak, or worse. Discourse quality degrades.

Thread tangling makes discussions disconnected and confusing. People feel stress. Destructive conflict is more likely to erupt. Thread tangling is bad news. Next time, we'll explore some techniques for dealing with thread tangling.  Untangling Tangled Threads Next issue in this series  Go to top Top  Next issue: Untangling Tangled Threads  Next Issue

101 Tips for Effective MeetingsDo you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!

Footnotes

Comprehensive list of all citations from all editions of Point Lookout
[Miller 1956]
George A. Miller. "The magical number seven, plus or minus two: Some limits on our capacity for processing information," Psychological Review 63:2 (1956), 81-97. Available here. Back

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 Personal, Team, and Organizational Effectiveness:

Wildflowers in the Grand Mesa Uncompahgre and Gunnison National ForestsRenewal
Renewal is a time to step out of your usual routine and re-energize. We find renewal in weekends, vacations, days off, even in a special evening or hour in the midst of our usual pattern. Renewal provides perspective. It's a climb to the mountaintop to see if we're heading in the right direction.
U.S. coinsThe Fine Art of Quibbling
We usually think of quibbling as an innocent swan dive into unnecessary detail, like calculating shares of a lunch check to the nearest cent. In debate about substantive issues, a detour into quibbling can be far more threatening — it can indicate much deeper problems.
A cheeseburger with friesMy Boss Is Driving Me Nuts
When things go badly, many of us experience stress, and we might indulge various appetites in harmful ways. Some of us say things like "My boss is driving me nuts," or "She made me so angry." These explanations are rarely legitimate.
A sea otter and pupPower, Authority, and Influence: A Systems View
Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.
A performance reviewPerformance Mismanagement Systems: I
Some well-intentioned performance management programs do more harm than good, possibly because of mistaken fundamental beliefs. Specifically: the fallacy of composition, the reification error, the myth of identifiable contributions, and the myth of omniscient supervision.

See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

An apple and an orange. The phrase "comparing apples and oranges" is idiomatic for "false equivalence fallacy"Coming February 12: On Substituting for a Star
Newcomers to work groups have three tasks: to meet and get to know incumbent group members; to gain their trust; and to learn about the group's task and how to contribute to accomplishing it. All can be difficult; all are made even more difficult when the newcomer is substituting for a star. Available here and by RSS on February 12.
A conference room well-appointed for the 1990sAnd on February 19: Yet More Ways to Waste a Meeting
Experts have discovered that people have been complaining about meetings since the Bronze Age (3300-1200 BCE). Just kidding. But I'm probably right. As an aid to future archaeologists I offer this compilation of methods people use today to eliminate any possibility that a meeting might produce results worth the time spent. Available here and by RSS on February 19.

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.