How to Deal with Holding Back

As we've seen (see "Holding Back: I," Point Lookout for September 9, 2015), some team members voluntarily restrict their efforts for a variety of reasons. We can't always eliminate their holding back, but we can nevertheless act to reduce its effects.

Many strategies for reducing voluntary effort restraint entail arranging for members' contributions to be unique. When contributions are unique, holding back might be less tempting if people recognize that failure to contribute might be traceable. Perhaps more important, people feel more valued because of the uniqueness of their contributions. Clearly, this works only if they know that their contributions are unique, and only if they perceive that the group does indeed value those contributions.

But there are issues.

Truly value team contributions

Although making contributions traceable — and then tracking them — can be an important step in reducing the incidence of holding back, tracing the authorship of contributions can reduce the incidence of holding back only if the organization attaches value to those contributions. A more fundamental improvement might entail reviewing how the organization values every kind of team contribution.

Have small and clearly defined teams and groups

The larger the group of contributors, the more likely is holding back. Be clear about team composition and personal responsibilities. Any ambiguity can lead to holding back.

Recognize contributions as contributions

One kind of Many groups don't recognize
questions as actual contributionsvery valuable contribution is the brilliant question. In meetings, a brilliant question is one that brings a halt to the proceedings because it causes the group to recognize that it has missed something important. Yet, many groups don't recognize questions (of any kind, brilliant or not) as actual contributions. They regard answers to questions as more valuable than the questions themselves, even though discovering the question can be more difficult than finding its answer. Recognize all contributions for the value they do provide.

Create passion and involvement

Stimulating passion and involvement can even more effectively limit holding back, because it introduces positive motivation to contribute, which can overwhelm any temptation to hold back. Challenging — but still achievable — group goals can help. A challenging goal is one that's far enough out of reach that achieving it is somewhat questionable, but not so far out of reach that inevitable failure is obvious.

Create unique, positive group identities

When group members can base their own self-esteem, in part, on the group identity, they're more likely to contribute passionately to group success. But because those outside the group determine, to some extent, the quality of a group's identity, image management strategies might be necessary.

Most important, intervene quickly when holding back occurs. If someone begins holding back, others who see it might also begin to hold back, too, because of the sucker effect, fatigue, performance matching, or other reasons. Early and effective intervention can limit holding-back contagion, and the damage holding back can do.   First issue in this series   Top    Next Issue

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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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