Archive of Point Lookout for 2015

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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.

This page has links to articles from 2015. For other years:

December 30, 2015

Call in the Right Expert

When solving a problem is beyond us, we turn to experts, but sometimes we turn to the wrong experts. That can make the problem even worse. Why? How does this happen? What can we do about it?

December 23, 2015

Wishful Significance: II

When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking" was the cause. Wishful thinking can result from errors in assessing the significance of our observations. Here's a second group of causes of erroneous assessment of significance.

December 16, 2015

Wishful Significance: I

When things don't work out, and we investigate why, we sometimes attribute our misfortune to "wishful thinking." In this part of our exploration of wishful thinking we examine how we arrive at mistaken assessments of the significance of what we see, hear, or learn.

December 9, 2015

Clearing Conflict Fog

At times, groups can become so embroiled in destructive conflict that conventional conflict resolution becomes ineffective. How does this happen? What can we do about it?

December 2, 2015

Suppressing Dissent: II

Disagreeing with the majority in a meeting, or in some cases, merely disagreeing with the Leader, can lead to isolation and other personal difficulties. Here is Part II of a set of tactics used by Leaders who choose not to tolerate differences of opinion, emphasizing the meeting context.

November 25, 2015

Suppressing Dissent: I

In some groups, disagreeing with the majority, or disagreeing with the Leader, can be a personally expensive act. Here is Part I of a set of tactics used by Leaders who choose not to tolerate dissent.

November 18, 2015

Wishful Interpretation: II

Wishful "thinking," as we call it, can arise in different ways. One source is the pattern of choices we make when we interpret what we see, what we hear, or any other information we receive. Here's Part II of an inventory of ways our preferences and wishes affect how we interpret the world.

November 11, 2015

Wishful Interpretation: I

Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret the world.

November 4, 2015

Wishful Thinking and Perception: II

Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II of a little catalog of ways our preferences and wishes affect our perceptions.

October 28, 2015

Wishful Thinking and Perception: I

How we see the world defines our experience of it, because our perception is our reality. But how we see the world isn't necessarily how the world is.

October 21, 2015

Managing Wishful Thinking Risk

When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.

October 14, 2015

Contextual Causes of Conflict: II

Too often we assume that the causes of destructive conflict lie in the behavior or personalities of the people directly participating in the conflict. Here's Part II of an exploration of causes that lie elsewhere.

October 7, 2015

Contextual Causes of Conflict: I

When destructive conflict erupts, we usually hold responsible only the people directly involved. But the choices of others, and general circumstances, can be the real causes of destructive conflict.

September 30, 2015

The Artful Shirker

Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.

September 23, 2015

How to Deal with Holding Back

When group members voluntarily restrict their contributions to group efforts, group success is threatened and high performance becomes impossible. How can we reduce the incidence of holding back?

September 16, 2015

Holding Back: II

Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams. Here is Part II of our exploration of mechanisms that account for team members' holding back effort they could contribute.

September 9, 2015

Holding Back: I

When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?

September 2, 2015

That Was a Yes-or-No Question: II

When, in the presence of others, someone asks you "a simple yes or no" question, beware. Chances are that you're confronting a trap. Here's Part II of a set of suggestions for dealing with the yes-or-no trap.

August 26, 2015

That Was a Yes-or-No Question: I

In tense situations, one person might question another. As the respondent replies, the questioner interjects, "That was a yes-or-no question." The intent is to trap the respondent. How does this work, and how can the respondent escape the trap?

August 19, 2015

When the Answer Isn't the Point: II

Sometimes, when we ask questions, we're more interested in eliciting behavior from the person questioned, rather than answers. Here's Part II of a set of techniques questioners use when the answer to the question wasn't the point of asking.

August 12, 2015

When the Answer Isn't the Point: I

When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.

August 5, 2015

Wacky Words of Wisdom: IV

Words of wisdom are pithy sayings that can be valuable so often that we believe them absolutely. Although these sayings are often valuable, they aren't universally valid. Here's Part IV of a growing collection.

July 29, 2015

Down in the Weeds: II

To be "down in the weeds," in one of its senses, is to be lost in discussion at a level of detail inappropriate to the current situation. Here's Part II of our exploration of methods for dealing with this frustrating pattern so common in group discussions.

July 22, 2015

Down in the Weeds: I

When someone says, "I think we're down in the weeds," a common meaning is that we're focusing on inappropriate — and possibly irrelevant — details. How does this happen and what can we do about it?

July 15, 2015

Ethical Debate at Work: II

Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others, but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates toward wise outcomes.

July 8, 2015

Ethical Debate at Work: I

When we decide issues at work on any basis other than the merits, we elevate the chances of making bad decisions. Here are some guidelines for ethical debate.

July 1, 2015

Ending Sidebars

We say that a sidebar is underway in a meeting when two or more meeting participants converse without having been recognized by the chair. Sidebars can be helpful, but they can also be disruptive. How can we end sidebars quickly and politely?

June 24, 2015

Preventing Sidebars

Sidebar conversations between meeting participants waste time and reduce meeting effectiveness. How can we prevent them?

June 17, 2015

Why Sidebars Happen

Sidebar conversations between meeting participants, conducted while someone else has the floor, are a distracting form of disorder that can waste time and reduce meeting effectiveness. Why do sidebars happen?

June 10, 2015

The Perils of Limited Agreement

When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them?

June 3, 2015

Just Make It Happen

Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both.

May 27, 2015

Compulsive Talkers at Work: Peers II

Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work.

May 20, 2015

Compulsive Talkers at Work: Peers I

Our exploration of approaches for dealing with compulsive talkers now continues, with Part I of a set of suggestions for what to do when a peer interferes with your work by talking compulsively.

May 13, 2015

Compulsive Talkers at Work: Power

Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.

May 6, 2015

Compulsive Talkers at Work: Addiction

Incessant, unending talking about things that the listener doesn't care about, already knows about, or can do nothing about is an irritating behavior that harms both talker and listener. What can we do about this?

April 29, 2015

Quips That Work at Work: II

Humor, used effectively, can defuse tense situations. Here's Part II of a set of guidelines for using humor to defuse tension and bring confrontations, meetings, and conversations back to a place where thinking can resume.

April 22, 2015

Quips That Work at Work: I

Perhaps you've heard that humor can defuse tense situations. Often, a clever quip, deftly delivered, does help. And sometimes, it's a total disaster. What accounts for the difference?

April 15, 2015

Overconfidence at Work

Confidence in our judgments and ourselves is essential to success. Confidence misplaced — overconfidence — leads to trouble and failure. Understanding the causes and consequences of overconfidence can be most useful.

April 8, 2015

Why We Don't Care Anymore

As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.

April 1, 2015

Creating Toxic Conflict: II

Some supervisors seem to behave as if part of their job description is creating toxic conflict among their subordinates. It isn't really, of course, but here's a collection of methods bad managers use that make trouble.

March 25, 2015

Creating Toxic Conflict: I

Many managers seem to operate as if their primary goal is to create toxic conflict among their subordinates. Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.

March 18, 2015

Suspense Is Not Your Friend

Most of us have to talk to other people at work. Whether to peers, subordinates, or superiors, sometimes we must convey information that can be complicated when delivered in full detail. To convey complicated ideas effectively, avoid suspense.

March 11, 2015

Historical Debates at Work

One obstacle to high performance in teams is the historical debate — arguing about who said what and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.

March 4, 2015

Virtual Trips to Abilene

One dysfunction of face-to-face meetings is the Trip to Abilene, which leads groups to make decisions no members actually support. It can afflict virtual meetings, too, even more easily.

February 25, 2015

Grace Under Fire: II

When we debate at work, things sometimes turn unpleasant. Out of control, one party might maneuver the other into losing control. If we have better tools for recognizing these tactics, we're better able to maintain self-control. Here's Part II of such a toolkit.

February 18, 2015

Grace Under Fire: I

If you're ever in a tight spot in a meeting, one in which you must defend your actions or past decisions, the soundness of your arguments can matter less than your demeanor. What can you do when someone intends to make you "lose it?"

February 11, 2015

Bottlenecks: II

When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

February 4, 2015

Bottlenecks: I

Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?

January 28, 2015

The Limits of Status Reports: II

We aren't completely free to specify the content or frequency of status reports from the people who write them. There are limits on both. Here's Part II of an exploration of those limits.

January 21, 2015

The Limits of Status Reports: I

Some people erroneously believe that they can request status reports as often as they like, and including any level of detail they deem necessary. Not so.

January 14, 2015

Avoid Having to Reframe Failure

Yet again, we missed our goal — we were late, we were over budget, or we lost to the competition. But how can we get something good out of it?

January 7, 2015

The Power and Hazards of Anecdotes: II

Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.