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?"
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 welcomeWould you like to see your comments posted here? rbrenwSkvCVCoitfbIavYner@ChacZQECZqdytJJeGeGnoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Effective Communication at Work:
- Virtual Communications: II
- Participating in or managing a virtual team presents special communications challenges. Here's Part
II of some guidelines for communicating with members of virtual teams.
- Have a Program, Not Just an Agenda
- In the modern organization, it's common to have meetings in which some people have never met —
and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need
- Getting Into the Conversation
- In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities
to contribute. The story is rather different for many meetings, where getting into the conversation
can be challenging for some.
- Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers,
project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III
of our little collection of lie detection techniques.
- Exasperation Generators: Opaque Metaphors
- Most people don't mind going to meetings. They don't even mind coming back from them. It's being
in meetings that can be so exasperating. What can we do about this?
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbreneYaXgizvLKrOfMrHner@ChaceQSnPaHZYEFjqHoNoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 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.