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.
- 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.
- 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.
- 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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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.
- Emergency Problem Solving
- In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies
depend on finding a solution immediately. Here are some tips for members of teams that are solving problems
- 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.
- Problem-Solving Preferences
- When people solve problems together, differences in preferred approaches can surface. Some prefer to
emphasize the goal or objective, while others focus on the obstacles. This difference is at once an
asset and annoyance.
- Virtual Brainstorming: I
- When we need to brainstorm, meeting virtually carries a risk that our results might be problematic.
Here's Part I of some steps to take to reduce the risk.
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- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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