Problem Not-Solving

The purpose of many meetings is solving specific problems. We bring people together to collaborate because we seek contributions from a variety of sources, and because we hope people will think in new ways. Usually, it works.

But creativity can be misdirected. Just as we can combine our talents, skills, and knowledge to solve problems, we can collaborate to avoid solving those same problems.

If we educate ourselves in advance about the common approaches to not-solving problems, we can more easily recognize these patterns, even when we're participating in them ourselves. Here are a few of the more common ways groups avoid solving the problems they believe they're solving.

Even though these tactics are group phenomena, I've given the name Oscar to the obstructor, and the names Paul and Pam to proposers of solutions.

Yes-but

When Paul proposes a potential solution, Oscar says, "Yes, but…" and then reveals additional information that rules out Paul's proposal.

One motivation for Yes-But can be Oscar's sense that since he's stumped by the problem, solution by the group — or by anyone else — reflects badly on him.

Deflecting

When Pam proposes an approach, rather than addressing it or commenting on it, Oscar raises another problem, possibly unrelated to Pam's idea, thereby deflecting the group from considering the proposal.

This technique Just as we can combine our talents,
skills, and knowledge to solve
problems, we can collaborate to avoid
solving those same problemsis especially useful when Oscar doesn't immediately know how to apply Yes-But. When he can't see anything wrong with Pam's idea — or when he simply doesn't understand it — he can still deflect the group's attention.

Rearranging the deck chairs

Sometimes the group collaborates in addressing something that's either unimportant or irrelevant or both. This special case of Deflecting is sometimes known as "Rearranging the Deck Chairs on the Titanic."

Groups that often do this might be lacking in leadership, but replacing the leader rarely helps. It's usually a group dysfunction.

Diversion

In Diversion, Oscar (or somebody else) uses anger, conflict, humor, or other techniques to focus attention anywhere but on the proposed solution. One favorite: "What's for lunch?"

This approach is useful when Oscar can't think of another irrelevant problem for people to consider.

I'm so smart

People dedicated to this pattern apply their intelligence — creatively — to demonstrating their intelligence. For instance, Oscar might withhold key information until needed to disprove the viability of a proposed solution. Or he might "info-dump" — emit a stream of information at such a rate, so filled with jargon and acronyms, and so disorganized as to be indigestible. In that form, the pattern might be called "You can't catch up to me."

This style of participation in group problem solving is best treated as a performance issue.

If talking about these patterns in your team — outside the context of a problem solving session — doesn't make your next session much more productive, your team might have a serious group process problem. Try solving that problem first. Get help if necessary.  Top    Next Issue

Do 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!

Your comments are welcome

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.

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 Problem Solving and Creativity:

Abraham, Mark, and Henny

Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make things so complicated?

On Beginnings

A new year has begun, and I'm contemplating beginnings. Beginnings can inspire, and sometimes lead to letdown when our hopes or expectations aren't met. How can we handle beginnings more powerfully?

Teamwork Myths: Conflict

For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.

How to Reject Expert Opinion: I

When groups of decision-makers confront complex problems, they sometimes choose not to consult experts or to reject their advice. How do groups come to make these choices?

Power Distance and Risk

Managing or responding to project risks is much easier when team culture encourages people to report problems and to question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk.

See also Problem Solving and Creativity and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming March 4: Workplace Remorse

Remorse is an unpleasant emotion. But it need not be something we suppress or avoid. It can provide a path to a positive learning experience that adds meaning to life. Available here and by RSS on March 4.

And on March 11: Contribution Misattribution

In teams, acknowledging people for their contributions is essential for encouraging high performance. Failing to do so can be expensive. Three patterns of Contribution misattribution are especially costly: theft, rejection/transmigration, and eliding. Available here and by RSS on March 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.