When groups solve problems collaboratively, discussions sometimes develop chaotic patterns of considering what the solution must do, when it must be completed, how much it will cost, who will lead the work, what additional information is required, and on and on.
Chaotic wandering through this tangle can set in almost before the group realizes it. And once the chaos comes to their attention, disagreements about how to manage it become the next obstacles. Here are some suggestions for dealing with the tangles.
- Focus first on options for "what"
- The "what" of a candidate solution is its essential concept — the strategy it embodies. For each candidate solution, devise a few words or phrases that capture its essence. Then without evaluating the solution's merits, without considering costs, schedule, or any of its other attributes, move on to the next candidate.
- The effort of crafting concept statements for candidate solutions has a high and immediate return. It creates consensus about what each candidate is, it stimulates thinking about new candidates, and it brings clarity and definition to the next steps of the discussion.
- Consider the politics of leader choice
- Sometimes people contend for the leadership role for a solution; sometimes they run from it. Ownership of the solution effort can generate analogous responses. In either case, the opinions about solution attributes voiced by candidates for leader or owner might be more closely related to their agendas with respect Using rough estimates to
rank order candidate solutions
is probably not sensibleto leadership or ownership, than they are related to the attributes under discussion.
- Examine the contributions of leader or owner candidates and their advocates very closely. Accepting their comments at face value might be unwise.
- Use budget and schedule considerations as screens
- The costs and timelines of candidate solutions are usually difficult to project with any accuracy at this stage of the discussion. Estimation errors generally don't allow for comparison of different solutions, except when the differences are very dramatic.
- Using rough estimates to eliminate candidate solutions can be an effective way to focus the field of candidate solutions. Using these same estimates to rank order the surviving candidate solutions is probably less sensible.
- Consider the politics of bottlenecks
- Shortages of particular skills are the usual cause of bottlenecks. If a candidate solution requires contributions from people who are required elsewhere, selecting that solution likely will place the effort in direct contention with other efforts.
- Sometimes the people with rare skills enjoy or seek the contention; sometimes they abhor it. Any discussion of solutions requiring rare resources is therefore fundamentally political. Unless you have what's needed to entice, enlist, secure, and defend your claim to the people with rare skills, pursuing solutions that need them might be risky.
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More articles on Problem Solving and Creativity:
- Project Improvisation as Group Process
- When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the
trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have
to improvise. How a group improvises tells us much about the group.
- New Ideas: Generation
- When groups work together to solve problems, they employ three processes repeatedly: they generate ideas,
they judge those ideas, and they experiment with those ideas. We first examine idea generation.
- Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories
are logical, than we would if they're other than logical. This can lead to erroneous assessments, because
the discovery story is not the solution.
- What Keeps Things the Way They Are
- Changing processes can be challenging. Sometimes the difficulty arises from our tendency to overlook
other processes that work to keep things the way they are. If we begin by changing those "regulator
processes" the difficulty can sometimes vanish.
- The McNamara Fallacy
- The McNamara Fallacy is the idea that measuring properly chosen attributes of inputs and outputs provides
all we need for decisions about organizational and human performance. And we can safely ignore anything
that can't be measured. It doesn't work.
Forthcoming issues of Point Lookout
- Coming February 28: Checklists: Conventional or Auditable
- Checklists help us remember the steps of complex procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist. Available here and by RSS on February 28.
- And on March 6: Six More Insights About Workplace Bullying
- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
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