Naming Ideas

When groups engage in joint problem solving, and members make contributions, other members sometimes identify the contribution with the contributor. We speak of (or think of) Chet's idea, or Jen's approach. Often we're unaware of doing it, and we intend no malice. It's a convenience. For many, it's actually a way of acknowledging the contributor, to confer credit. And it usually works well when used that way.

And then there are the other times.

As the discussion turns to the idea's disadvantages, identifying contribution with contributor presents risks. The contributor might experience criticism of the idea as personal criticism, even if the critique isn't offered in that spirit.

In some cases, though, the critique might have been intended to be personal. The criticizer might be using the problem solving exercise as cover for a personal attack. The situation can become ambiguous, complicated, and hostile, jeopardizing possibilities for a constructive outcome. That's one reason why identifying contribution with contributor is risky.

Misidentification is a second risk. We create most contribution-contributor identifications without discussion. Perhaps a facilitator does it, or the first person to use the phrase "Jen's idea," for example. The identification can stick whether or not it's welcome or correct. Others might feel offended if they have a sense of authorship of the contribution, but the idea is named for someone else. And rightly so, since most ideas that arise in group discussions have multiple authors.

Confusion is a third risk. If someone authors multiple contributions, should we number them? Jen's first idea, Jen's second idea, and so on? Usually, we give them names, but we still use the author's name too: Jen's Rotation idea, Jen's FIFO idea, or some such. It's almost as if we want to stay on the risky path.

Formal brainstorming processes deal with these risks by banning criticism altogether. Some brainstorming session designs also ban tagging ideas with their contributors' names. But in other group processes, how can we mitigate identification risk? Here are two suggestions.

Name the idea impersonally

As a contributor, We speak of (or think of)
Chet's idea, or Jen's approach.
Often we're unaware of doing it,
and we intend no malice.as the first to reference a contribution, or as facilitator, when referring to a previously mentioned idea, use an impersonal name, and ask the group for approval. For example, "I have a thought about the Rotation idea, where we fill the role of scribe by everyone taking a turn from week to week. Is calling it Rotation OK?"

As scribe, record the idea with an impersonal name

When the Scribe, or the Facilitator acting as Scribe, records the contribution on a real or virtual flip chart, the Scribe can also create an impersonal name and check with the group for approval. For example, "Jen, have I captured that idea? And, everyone, is Rotation a good name for it?"

If you offer these suggestions at your next group discussion, best offer an impersonal name for them too. Maybe the Naming Ideas Idea. Um, maybe not.  Top    Next Issue

Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. 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 Effective Communication at Work:

Responding to Rumors

Have you ever heard nasty rumors about yourself? When rumors are damaging, they can hurt our careers, our self-esteem, and even our health. Sadly, our response to rumors often compounds the serious damage they do.

Mastering Q and A

The question-and-answer exchanges that occur during or after presentations rarely add much to the overall effort. But how you deal with questions can be a decisive factor in how your audience evaluates you and your message.

Bemused Detachment

Much of the difficulty between people at work is avoidable if only we can find ways to slow down our responses to each other. When we hurry, we react without thinking. Here's a suggestion for increasing comity by slowing down.

Interrupting Others in Meetings Safely: II

When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process.

The Risks of Rehearsals

Rehearsing a conversation can be constructive. But when we're anxious about it, we can imagine how it would unfold in ways that bias our perceptions. We risk deluding ourselves about possible outcomes, and we might even experience stress unnecessarily.

See also Effective Communication at Work and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming June 7: Toxic Disrupters: Tactics

Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.

And on June 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

Coaching services

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