Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 11, Issue 33;   August 17, 2011: New Ideas: Judging

New Ideas: Judging

by

Last updated: August 8, 2018

When groups work together to solve problems, they eventually evaluate the ideas they generate. They sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge new ideas more effectively?
Wilson's Bird-of-paradise

A male Wilson's Bird-of-paradise (Cicinnurus respublica). The female is brownish, with a blue crown. Evolutionary systems can be viewed as problem-solving systems, exhibiting analogs of the cycle of new ideas, judging, and experimentation, as discussed here. In sexual reproduction, vivid coloration and other forms of displays give partners a means of judging the genetic worthiness of the individual providing the display. Photo (cc) Doug Janson.

In group problem solving, we generate new ideas, we assess or judge them, and we experiment to see how well they work. Since experimenting is usually costly and time-consuming, we use our judgment to select the most promising ideas for experimentation. But the judging process makes mistakes. Here are two insights that can help prevent rejecting good ideas or accepting bad ones.

The right to judge is inalienable
After idea generation, and the newborn ideas are subjected to judging and evaluation, two traps await. First, we sometimes confuse judging ideas with judging the people who generated them. Honest attempts to critique ideas can seem like personal criticism, and criticism intended to be personal can be disguised as honest attempts to critique the ideas.
Second, during judging, judges and their comments might in turn be judged. This secondary judging degrades the judging process. In some cases, generators might demand that judges themselves address the issues they identify: "Show us how to fix it," or "If you're so smart, show me a better way." Such demands that judges "earn" the right to judge are violations of the (usually implicit) contract between the judges and the larger group. They freeze the judging process and they might even inhibit contributions by other judges.
When we act as judges of new ideas, we must take care to judge the ideas — not their generators — in good faith. When we provide comments on newborn ideas, we must also suggest underlying principles that can guide the generators during the next cycle. When we ask people to judge new ideas, we can accept or reject their comments, but we must trust that those comments are provided in good faith, unless there is clear proof to the contrary.
Judging can uncover misunderstandings
Generators have their Judging newborn ideas is one
of the earliest points at which
differences in understanding
the problem become clear
own understandings of the problem to be solved; judges have theirs. Judging newborn ideas is one of the earliest points at which differences in these understandings become clear.
In processing judges' comments, difficulties can arise if the group mistakenly assumes that there is only one understanding of the problem. The ensuing debate about the relevance of a critique can in fact be irrelevant itself, if what's needed is consensus about the problem definition, rather than consensus about the judges' comments.
Shared group understanding of the problem definition is one of the first things to check when processing judges' critiques. For any reasonably complex problem, all of the members' understandings will likely require multiple revisions. Success depends on the group converging on a single understanding of the problem, and judges' critiques provide an important means of exposing divergences.

As you begin judging these ideas, keep in mind that your understanding of how groups solve problems is yours; others have theirs.

Next time we'll examine experimentation. First in this series | Next in this series Go to top Top  Next issue: New Ideas: Experimentation  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrengAKvfKbcgLTyGbKdner@ChaccghfzfOWiNhcaLLZoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Problem Solving and Creativity:

A rowboatFiguring Out What to Do First
Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?
Wheelchair basketballBonuses
How we deal with adversity can make the difference between happiness and something else. And how we deal with adversity depends on how we see it.
Benjamin FranklinProblem-Solving Ambassadors
In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
Stainless steel cutleryNew 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?
An engineer attending a meeting with 14 other engineersOn Assigning Responsibility for Creating Trouble
When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others.

See also Problem Solving and Creativity and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Two men whispering at a village festivalComing January 23: Judging Others
Being "judgmental" is a stance most people recognize as transgressing beyond widely accepted social norms. But what's the harm in judging others? And why do so many people do it so often? Available here and by RSS on January 23.
Bottom: Aerial view of the Forth Bridge, Edinburgh, Scotland. Top: Inside the Forth Rail Bridge, from a ScotRail 158 on August 22, 1999.And on January 30: Conway's Law and Technical Debt
Conway's Law is an observation that the structures of systems we design tend to replicate our communication patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt. Available here and by RSS on January 30.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHdDaBeuHEtBrpjvUner@ChacXCJifvVqWRhjEDProCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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. Here's a date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.