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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Related articles
More articles on Problem Solving and Creativity:
- Should I Keep Bailing or Start Plugging the Leaks?
- When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets,
rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
- Obstacles to Compromise
- Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is
rare. What makes finding compromises so difficult?
- The Paradox of Structure and Workplace Bullying
- Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both
enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps
to understand this paradox and learn to recognize its effects.
- 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.
- Contrary Indicators of Psychological Safety: III
- When we first perform actions or play roles unfamiliar to us, we make mistakes. We learn new ways not
only by reading or being told, but also by practicing. Unless we feel that making mistakes at first
is acceptable, learning might never occur.
See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
- Coming January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
- And on February 5: On Shaking Things Up
- 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. General skills are necessary, but specifics are most important. Available here and by RSS on February 5.
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