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:
- When All Your Options Are Bad
- When you have several options, and all seem politically risky, what can you do? Here are two guidelines
to finding your way to a good outcome.
- Dealing with Deadlock
- At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try
to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
- Exploiting Failed Ideas
- 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.
- Wishful Thinking and Perception: II
- Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II
of a little catalog of ways our preferences and wishes affect our perceptions.
- Virtual Teams Need Generous Travel Budgets
- Although virtual team members who happen to be co-located do meet from time to time, meetings of people
who reside at different sites are often severely restricted by tight or non-existent travel budgets.
Such restrictions, intended to save money, can contribute to expensive delays and errors.
Forthcoming issues of Point Lookout
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- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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- 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.