The Tyranny of Singular Nouns

Group decision making can be so difficult that many believe that vesting decision-making authority in a single individual is always preferable. Yet, much of the difficulty is self-imposed. For many impasses groups encounter, the cause of the divisiveness is neither the group itself nor a clash of the personalities of its people. Rather, it is a trick of the mind that I call the Tyranny of Singular Nouns.

This problem arises when groups are engaged in debate that they regard inappropriately as requiring a unitary solution. Often, such issues could actually be resolved by solutions with multiple components. One cause of this error of thinking is the name we give to the issue. If that name is one we think of as singular, we're more likely to slip into the trap. For example, policy is a singular noun that sometimes leads us to seek an elegant, one-size-fits-all statement that covers all situations. If we can do so easily, that's fine. But when we can't, we might not actually need to find a unitary formulation. Too many debates are undertaken without first considering whether unitary resolution is truly necessary.

Here are four examples of debate topics that often generate unnecessary searches for singular resolutions.

Assessing defect severity

In product development, we usually consider defect severity to be a singular attribute. But defects affect different populations differently. Is it necessary that we reach a singular conclusion as to severity? Often, it is. But always?

Formulating policy

We usually regard policies as applying equally to all, but policies can have exclusions and allowances for special situations without necessarily eroding fairness.

Choosing solutions to problems

When we seek solutions to problems, we tend to hold singular solutions in highest regard. But workable solutions with multiple components, available now, can be superior to elegant solutions not yet in hand.

Estimating cost and schedule

When we're undertaking something for the Workable solutions with multiple
components, available now, can
be superior to elegant solutions
not yet in handfirst time, we can't anticipate every challenge. To account for uncertainty, our estimates must be expressed as ranges, rather than single numbers or dates. To insist upon a single figure for cost or duration is naïve.

The impulse to seek singular resolution might be related to the relatively recent (in cultural terms) innovation of mass production, which depends on uniformity. As a culture, we're still enamored of mass production.

But modern manufacturing methods now allow for variety. We've moved beyond one-size-fits-all. And when we're "manufacturing" nonphysical things — ideas, policies, estimates, and so on — one-size-fits-all might be precisely the wrong approach.

Educate your teams in the Tyranny of Singular Nouns. When they do seek singular resolution to an issue, let it not be driven by a reflexive urge for uniformity. Let it be driven by reasoned, conscious choice.  Top    Next Issue

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

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 Personal, Team, and Organizational Effectiveness:

Critical Thinking and Midnight Pizza

When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers, and people can suffer. To be right more often, we must master critical thinking.

Decisions, Decisions: I

Most of us have participated in group decision making. The process can be frustrating and painful, but it can also be thrilling. What processes do groups use to make decisions? How do we choose the right process for the job?

How to Waste Time in Virtual Meetings

Nearly everyone hates meetings, and virtual meetings are at the top of most people's lists. Here's a catalog of some of the worst practices.

How to Get Out of Firefighting Mode: I

When new problems pop up one after the other, we describe our response as "firefighting." We move from fire to fire, putting out flames. How can we end the madness?

Risk Creep: II

When risk events occur, and they're of a kind we never considered before, it's possible that we've somehow invited those risks without realizing we have. This is one way for risk to creep into our efforts. Here's Part II of an exploration of risk creep.

See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming July 6: Fake Requests for Help

When a colleague asks for assistance, we can feel validated, even flattered. But not all requests for help are what they seem. The more devious amongst us can be endlessly creative in employing requests for help to achieve devious ends. Available here and by RSS on July 6.

And on July 13: What Do We Actually Know?

Precision in both writing and speech can be critical in determining the success of collaborations in the modern workplace. Precision is especially important when we distinguish between what we surmise or assume and what we actually know. Available here and by RSS on July 13.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEMudcCzvnDHFfOEmner@ChacTcmtXTCJBjZfSFjIoCanyon.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 500-1000 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 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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.