When deciding whether to adopt a goal, groups sometimes fall into destructive conflict between those who want the group to commit to the goal (the advocates) and those, less willing, who want to know more about how the group can achieve that goal (the skeptics). Because the skeptics often express their concerns by asking "How?", the debate about whether to commit to the goal can descend into inappropriate problem solving.
Here are some common reasons for the differences between advocates and skeptics.
- Tolerance for failure
- The decision to adopt the goal often requires a commitment to the goal long before a path to success becomes clear. For some, the possibility of insurmountable obstructions yet unrecognized creates internal tension. For others, trying and failing can be very costly emotionally. To reduce the tension about possible obstructions, or to limit the risk of failure, some people ask the How question.
- Tolerance for the unknown
- Even if all obstacles are eventually overcome, the cost of overcoming them, and the time required, might be unknown at the outset. Cost and schedule are just two of the unknowns. Other examples: Who do we need to help us? What do we have to learn? What resources are required?
- Tolerance for conflict
- Sometimes striving for the goal entails conflict with people. Conflict can be creative or toxic, but even if it's creative, healthy, and constructive, some people are unwilling to engage in it. Perhaps they've had experiences that suggest to them that the coming conflict will be unhealthy. In any case, some people are unwilling to commit to the goal if they anticipate conflict.
- Unfamiliarity with the problem space
- For some, general unfamiliarity with the problem space or the problem itself can be troubling. To cope with this, they seek to manage the overall risk of approaching the problem by demanding information that might not be available. If the information is forthcoming, they feel comforted. If not, they argue for rejecting the proposal.
- Hat hanging
- Some people make For some, general unfamiliarity
with the problem space or the
problem itself can
be troublingconnections — usually outside their awareness — between the current situation and some other situation they've known. If that other situation was painful or didn't turn out well, they might feel hesitant to commit to the proposed goal. This can lead them to ask the How question, demanding more details than they might otherwise require. - Toxic politics
- Some are skeptical because they see adoption as a threat to their narrow political interests. By asking the How question, and demanding clarity at a level of detail that isn't available, they hope to dissuade the group from pursuing the goal.
Advocates of the goal can experience frustration when repeatedly restrained by the skeptics. If the group can distinguish skepticism from problem solving, it can keep tension from building, and focus on Whether, instead of How. Top Next Issue
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For more about differences and disagreements, see "Appreciate Differences," Point Lookout for March 14, 2001; "When You Think They've Made Up Their Minds," Point Lookout for May 21, 2003; "Towards More Gracious Disagreement," Point Lookout for January 9, 2008; and "Blind Agendas," Point Lookout for September 2, 2009.
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Related articles
More articles on Problem Solving and Creativity:
- Problem-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.
- Learning
- What have you learned today? What has enriched you, changed your understanding of the world, or given
you a new view of history or the future? Learning something new every day is a worthy goal.
- The Perils of Piecemeal Analysis: Group Dynamics
- When a team relies on group discussion alone to evaluate proposals for the latest show-stopping near-disaster,
it exposes itself to the risk that perfectly sound proposals might be inappropriately rejected. The
source of some of this risk is the nature of group discussion.
- 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 nonexistent travel budgets.
Such restrictions, intended to save money, can contribute to expensive delays and errors.
- Nine Brainstorming Demotivators: I
- The quality of the output of brainstorming sessions is notoriously variable. One source of variation
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See also Problem Solving and Creativity and Problem Solving and Creativity for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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