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

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In group discussion or group problem solving, many of us focus on being the first one to provide the answer. The right answer can be good; but often, the right question can be better.

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When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are some ways to find new approaches by examining failures.

New Ideas: Experimentation

In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These experiments sometimes lead to trouble. What are the troubles and how can we avoid them?

Contributions, Open and Closed

We can classify contributions to discussions according to the likelihood that they stimulate new thought. The more open they are, the more they stimulate new thought. How can we encourage open contributions?

Nine Brainstorming Demotivators: I

The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions.

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

Forthcoming issues of Point Lookout

Coming January 27: Cost Concerns: Comparisons

When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options. Available here and by RSS on January 27.

And on February 3: Cost Concerns: Bias

When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions. Available here and by RSS on February 3.

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