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 clearown 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.
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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.
- The Solving Lamp Is Lit
- We waste a lot of time finding solutions before we understand the problem. And sometimes, we start solving
before everyone is even aware of the problem. Here's how to prevent premature solution.
- Assumptions and the Johari Window: II
- The roots of both creative and destructive conflict can often be traced to the differing assumptions
of the parties to the conflict. Here's Part II of an essay on surfacing these differences using a tool
called the Johari window.
- 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.
- 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.
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
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- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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