As we discussed last time in more detail, disjoint awareness is a state in which the people of an organization collaborate using inaccurate mental models of each other's work and intentions. That is, there is a mismatch between their awareness of what each other is doing (or intending) and what those people are actually doing (or intending). Disjoint awareness is problematic because it causes collaborators to interfere with each other. For example, two different projects might contend with each other for the same scarce resource. Or two projects might waste precious resources trying to achieve the same goal.
When a significant number of people in an organization make similar errors in constructing disjoint awarenesses of what their collaborators are doing, one must consider three possibilities. First is a set of factors related to how well people can assess and project the activities of their collaborators. Second, the system in which these people find themselves might play a significant role. Finally, there is the possibility that psychological phenomena can contribute to the errors. In this part of our exploration of disjoint awareness, we explore factors that affect how well people can assess and project collaborators' activities. Three examples of such factors are complexity, specialization, and rapid change.
- When a collaboration is addressing problems that are unusually complex, some collaborators might find difficulty in grasping what's needed to create useful mental models of what others are doing. So even if they have access to the information they would need to create useful mental models, the task can be challenging and time consuming.
- One common way of coping with complexity is an organizational structure known as siloing. In siloing, we decompose the responsibilities of the organization into semi-independent parts. This enables the people in each part to focus on their own mission, which is well defined by the siloing. Decomposing the organization in this way corresponds to the analysis phase of solving problems by means of analysis and synthesis. Unfortunately, the silos aren't always as independent as we assume they are, which is what leads to disjoint awareness on the part of the people in the silos.
- Worse, most people When a collaboration is addressing
unusually complex problems, some
collaborators might find difficulty
in grasping what others are doingregard as low priority any activity involved in understanding what others are doing. At even lower priority is the task of communicating to others what those others would need to know if they wanted to avoid interference. Each person regards his or her "own work" as more important. The result is that the collaborators don't know enough about each other to avoid interfering with each other. These priority issues can resolve themselves if the schedule has sufficient slack.
- As often happens in this age of specialization, the collaborators might not have a technological or educational background adequate for understanding each other's efforts. These barriers can add to the difficulty of understanding the work of their collaborators, which can create problems for understanding how their own work might interfere with the work of others.
- The consequences of specialization can also afflict the collaborators as they try to explain their own work to their colleagues. What might seem like communication problems can actually be the result of knowledge or educational gaps. Understanding that the collaboration is a group of specialists can help its members communicate in terms simple enough and general enough to be understood by all.
- Rapid change and chaos
- If complexity and technical specialization aren't enough to prevent collaborators from understanding each other, a rapid pace of change bordering on chaos can be. By the time one collaborator understands another's plans, the situation might have changed so dramatically that the recently acquired understanding is no longer valid, and interference between the two efforts is inevitable. Ironically, the inter-collaborator interference can itself be a driver of chaos or rapid change.
- Chaos within the collaboration — or in the context in which it occurs — can therefore be a self-sustaining phenomenon. Repair and maintenance of the disjoint awareness is an essential step in recovering smooth operation of the collaboration.
Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. In part, it's rare because we usually strive only for adequacy, not for greatness. We do this because we don't fully appreciate the returns on greatness. Not only does it feel good to be part of great team — it pays off. Check out my Great Teams Workshop to lead your team onto the path toward greatness. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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 Personal, Team, and Organizational Effectiveness:
- One Cost of Split Assignments
- Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin,
but that leads to split assignments for those with rare skills. Here's one way split assignments can
lead to higher costs.
- I've Been Right All Along
- As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These
doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict
with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when
this is happening?
- Deciding to Change: Trusting
- When organizations change by choice, people who are included in the decision process understand the
issues. Whether they agree with the decision or not, they participate in the decision in some way. But
not everyone is included in the process. What about those who are excluded?
- False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
- 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.
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuQKLUMsVubCpqOpqner@ChacCCvpZbzKGsgliMGNoCanyon.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 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.
- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.