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
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
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.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.
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.
More articles on Problem Solving and Creativity:
- Take Charge of Your Learning
- Many of us let others set our learning agendas — peers, employers, or the mass media. But you
can gain much both personally and professionally by setting your own learning agenda.
- Reactance and Decision-Making
- Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be
very, very difficult. What makes decisions difficult?
- Workplace Politics and Type III Errors
- Most job descriptions contain few references to political effectiveness, beyond the fairly standard
collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political
sophistication, understanding the political content of our jobs is important.
- 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.
- When Fixing It Doesn't Fix It: I
- When complex systems misbehave, a common urge is to find any way at all to end the misbehavior. Succumbing
to that urge can be a big mistake. Here's why we succumb.
Forthcoming issues of Point Lookout
- Coming November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
- And on December 4: Implicit Interrogation Tactics
- When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing. Available here and by RSS on December 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- 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.