When someone in a decision-making group raises a disquieting question — about a supposed fact, an assumption, a report, whatever — the group might focus on the individual who raised the question, rather than the question itself. They might attribute to the questioner dark motives or character defects, such as intentionally sowing dissension, or not being a team player, or being negative, or worse. If the group sees a pattern of such behavior, or if the questioner is in the minority, the group might stigmatize the questioner, even if the questions raised were legitimate.
This pattern of group behavior can prevent the group from foreseeing the foreseeable. By limiting its access to questions about its decisions, it exposes itself to the risk of flaws in its process, which can lead to errors.
Here are three indicators that a group might be focusing on the questioner, rather than the question. In what follows, I'll use the term dissenter to denote the person who has raised the disquieting question.
- Issues raised by dissenters remain unaddressed
- Groups can fail to address dissenters' issues in several ways. Issues can be dismissed; brushed aside after cursory, biased, or disingenuous investigation; simply ignored; moved to the "parking lot" never to be retrieved; or assigned to investigative committees that fail to report back until too late.
- Does your group deal forthrightly and promptly with disquieting issues raised by dissenters?
- Identity of the dissenter determines how issues are treated
- Sometimes the respect paid to disquieting issues is based, in part, on the identity of the originator. In effect, the group confuses the importance of the issue with the social status or motives of the dissenter. When this happens, groups are less likely to foresee the foreseeable, because they're more likely to overlook important issues.
- When disquieting issues are Sometimes the respect paid to
disquieting issues is based, in
part, on the identity
of the originatorraised, is the action taken truly independent of the originator's identity?
- Issues once raised by dissenters, and dismissed, are later resurrected
- Some groups resurrect issues that were initially raised by dissenters, but which were eventually set aside. The issue can suddenly become legitimate when someone else resurrects it, possibly with new terminology, or accompanied by claims that conditions have changed and the issue is now worthy of consideration. A pattern of issues originated by dissenters, then set aside but later dealt with after being resurrected by members of the majority, suggests that the identity of an issue's advocate influences the group's evaluation of issue significance.
- Does your group resurrect issues originated by dissenters after they have been set aside?
Excoriation or ejection of dissenters is perhaps the pattern most likely to degrade decision quality, because it prevents any future contribution from those ejected, and because it deters others. Does your group focus on the questioner or the question? First in this series | Next in this series Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- Obstacles to Compromise
- Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is
rare. What makes finding compromises so difficult?
- Fill in the Blanks
- When we conceal information about ourselves and our areas of responsibility, we make room for others
to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
- Indicators of Lock-In: II
- When a group of decision makers "locks in" on a choice, they can persist in that course even
when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.
- Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
- Meets Expectations
- Many performance management systems include ratings such as "meets expectations," "exceeds
expectations," and "needs improvement." Many find the "meets" rating demoralizing.
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- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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