Sometimes waiting is the strategy of choice. Waiting can lead to the best outcome for all concerned, or if you aren't concerned for all, it can lead to the best outcome for you. Strategic waiting isn't procrastination. It isn't simply enduring the passage of time until whatever is happening (or not yet happening) stops happening (or starts). Strategic waiting is a choice to achieve favorable results, or to increase the chances of favorable results, by exploiting the passage of time.
In past issues, I've discussed several examples of strategic waiting in different situations. Here's a collection plus a couple more.
- Take time to prepare your response to bullying
- Most bullies know far more about bullying than their targets know about responding to bullying. When preparing to finally respond to the abuse, a common error targets make is to respond before they're really ready. Waiting to respond while making full preparations is a smart strategy. See "Biological Mimicry and Workplace Bullying," Point Lookout for March 31, 2010, for more.
- Make space for others to volunteer
- Usually, voluntarily taking responsibility for an unpleasant or risky task is appreciated. But volunteering is wise only if the degree of appreciation is in proportion to the risk or unpleasantness of the task. When in doubt, consider waiting to see if someone else volunteers. See "The Power of Situational Momentum," Point Lookout for February 24, 2010, for more.
- Wait to accumulate solid evidence
- When contemplating filing a complaint about someone's behavior or performance, be certain that you have a solid, documented case. Waiting for evidence to accumulate to a sufficient level is wise. See "The Power of Situational Momentum," Point Lookout for February 24, 2010, for more.
- Solve problems with time
- Creativity Strategic waiting is a choice
to achieve favorable results,
or to increase the chances of
favorable results, by exploiting
the passage of timehappens even when we aren't trying. Sometimes, setting a problem aside for a while is all that's required for generating the insight that opens the path to a solution. Waiting for your brain to work on the problem, in the background, can be a useful strategy. See "The Shower Effect: Sudden Insights," Point Lookout for January 25, 2006, for more.
- Some problems vanish when solutions present themselves from unexpected sources, but that's more likely to happen if you give it a little time. And some problems are never resolved, but with time, resolving them can become unimportant or even irrelevant.
- Let trouble be a lesson
- Some people, groups, or organizations need to learn important lessons. For whatever reason, they don't heed warnings however sincere they might be. Waiting for a small example of the trouble foretold can be an effective means of changing minds, if the example is small enough to prevent major damage, but big enough to focus those minds.
- Express opinions at the right time
- When expressing an opinion sufficiently divergent from what most believe, prepare for opposition and rejection. That's acceptable. But if you express such opinions often enough, opposition and rejection happen independent of the opinion expressed. To limit this risk, wait for the group to move toward your view just a bit before expressing your view. Too much divergence, too consistently, erodes your credibility even if your views are usually valid.
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More articles on Problem Solving and Creativity:
- Project Improvisation and Risk Management
- When reality trips up our project plans, we improvise or we replan. When we do, we create new risks
and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.
- Exploiting Failed Ideas
- When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are
some ways to find new approaches by examining failures.
- Design Errors and Groupthink
- Design errors cause losses, lost opportunities, accidents, and injuries. Not all design errors are one-offs,
because their causes can be fundamental. Here's a first installment of an exploration of some fundamental
causes of design errors.
- Contributions, Open and Closed
- We can classify contributions to discussions according to the likelihood that they stimulate new thought.
The more open they are, the more they stimulate new thought. How can we encourage open contributions?
- Guidelines for Curmudgeon Teams
- The curmudgeon team is a subgroup of a larger team. Their job is to strengthen the team's conclusions
and results by raising thorny issues that cause the team to reconsider the path it's about to take.
In this way they help the team avoid dead ends and disasters.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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- 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, )
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- 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.