Down in the Weeds: II

In Part I of our exploration of the down-in-the-weeds discussion pattern, we noted the value of understanding the pattern, and recognizing it quickly when it occurs. Even more valuable, in terms of group productivity, is the ability to avoid the weed patch altogether. That probably isn't achievable, but we can reduce the frequency of the pattern's occurrence. In this Part II, we offer two suggestions for preventing trips to the weed patch.

Know your objectives

Unless the parties to a conversation agree about the reason for the conversation, their respective contributions can pull the group in different directions. That's useful when the group isn't sure where it's going, though work on goal definition intentionally is probably more effective. When the parties haven't explicitly discussed the goals of the conversation, and reached agreement about those goals, irrelevant contributions are inevitable, and some of those will be down in the weeds.

Beginning any complex discussion with an explicit statement of goals for that conversation is helpful for staying out of the weeds. Even better: give examples of what the weeds look like. For example, in a discussion of approaches for trimming requirements to achieve budget reduction for a project, a group might agree that inquiry into the merits of budget reduction would be a topic for another time, and that this conversation will focus on revising requirements to reduce costs.

Define the scope of the discussion

Knowing the objectives is one important step, but it leaves open the question of scope. One cause of trips down into the weeds is disagreement about the definition of relevant. Some contributions to conversations are relevant to the topic in a general sense, but they don't actually move the conversation in the direction of the agreed-upon objective.

Agreeing on definitions of relevance might seem tangential to any given discussion, but Beginning any complex discussion
with an explicit statement of
goals for that conversation is
helpful for staying out of the weedsit's a tool that can be reused for many different conversations. A handy measure of relevance is this: How well does this contribution move us toward our objective? The group can then enumerate the properties of relevant contributions. Here are four possibilities: a contribution can clarify the objective, or argue in support of a specific possible path to the objective, or raise questions about a specific possible path to the objective, or enumerate properties of promising paths to the objective.

Avoiding the weed patch is usually advantageous — except when it isn't. Just as some desirable plants do sometimes grow among weeds, ideas that truly are treasures sometimes appear only when we take trips down into the weeds. That's why examining the detailed structures underlying the big issues is a useful thing to do. What is usually less useful is doing so when we're supposedly doing something else.   First issue in this series   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!

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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:

The Paradox of Confidence

Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence of lesser ability. Recent research suggests that confidence and competence are inversely correlated. If so, our assessments of credibility and competence are thrown into question.

Mitigating Outsourcing Risks: II

Outsourcing internal processes exposes the organization to a special class of risks that are peculiar to the outsourcing relationship. Here is Part II of a discussion of what some of those risks are and what can we do about them.

How to Foresee the Foreseeable: Preferences

When people collaborate on complex projects, the most desirable work tends to go to those with highest status. When people work alone, they tend to spend more time on the parts of the effort they enjoy. In both cases, preferences rule. Preferences can lead us astray.

Issues-Only Team Meetings

Time spent in regular meetings is productive to the extent that it moves the team closer to its objectives. Because uncovering and clarifying issues is more productive than distributing information or listening to status reports, issues-only team meetings focus energy where it will help most.

Entry Intimidation

Feeling intimidated about entering a new work situation can affect performance for both the new entrant and for the group as a whole. Four trouble patterns related to entry intimidation are inadvertent subversion, bullying, hat hanging, and defenses and sabotage.

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

Forthcoming issues of Point Lookout

Coming June 4: White-Collar Contractor Sabotage

Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.

And on June 11: More Things I've Learned Along the Way: VI

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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