Group Decision Tip: What’s the problem?

Posted on June 6, 2014 by Craig Freshley

In principle, more often than not, a group will develop a great solution to the wrong problem. Before proceeding with a solution we need to see that it is aimed at the problem, and to do that we need to bring the problem into focus. Taking time to define the problem may seem annoying and unnecessary in the short term, but can save huge amounts of time and energy over the long run.

Defining the problem as a group also checks our shared expectations. It helps me decide, “Is this something that I want to participate in?”

Practical Tip: Before discussing solutions, discuss the problem. What are we trying to fix? What is the specific scope of the problem that we are willing to take on? How would we know if the problem were fixed? Are we the right group to fix it?

On paper, write something like, “The problem is that _____________.” It could be a sentence or it could be a paragraph.

Refrain from discussing solutions until you have agreement on the problem statement. Make sure that all those working on the problem are aware of the written problem statement and agree with it.

Before firing off solutions, make sure the problem is squarely in your sights.

Group Decision Tip: Direction more important than pace

Posted on May 23, 2014 by Craig Freshley

In principle, moving quickly often seems like a good idea but moving quickly in the wrong direction simply gets you to the wrong place fast. Most groups have a high need for quick achievement. We have all heard someone say, “Enough talk, let’s just do something!” And we have all seen groups charge off quickly and with much enthusiasm…in the wrong direction.

Practical Tip: Even when under pressure to accomplish something in a hurry, resist the temptation to achieve a quick, although shabby, result. Quality group decisions, like anything of quality, require upfront investment. Determine your objective before springing into action. Spend some time planning. Read the directions. Check out the map. As Bob Dylan says, “I know my song well before I start singing.”

No matter how slowly you go, if you are headed in the right direction you might eventually get there.

Group Decision Tip: Feedback please

Posted on May 9, 2014 by Craig Freshley

In principle, when we ask for feedback we increase our chances of making good group decisions. If we don’t ask we can’t expect people to tell us what’s going well and not so well. When we do ask we should be open to all answers. Asking for feedback takes courage but gives enlightenment. It helps us see things in new light, reflected off others.

Practical Tip: Ask how you are doing among those who care about what you do. What’s working well? What could be better? What questions or ideas do your stakeholders have? Be thankful for all invited feedback, positive or negative. Be open to how you might use it to make improvements.

Take positive comments to heart and share credit with others. When you receive a negative comment, consider that it’s probably not about you. It’s more likely about a particular idea, behavior, or situation. And, consider that negative comments are sometimes all about the world of the commentator and not about the topic at hand.

Group Decision Tip: More wagging, less barking

Posted on April 25, 2014 by Craig Freshley

In principle, you know when a dog is happy to see you, and when not. People wag and bark too, in different ways. When two dogs approach each other wagging, expecting friendship, the outcome is almost always good. When one or more dogs are barking, it is hard to make good group decisions.

Practical Tip: Approach people wagging, expecting good things. Carry a sunny disposition. Look for the good in every person and in every situation…and let your optimism show.

Wag more. Bark less.

Group Decision Tip: High ground

Posted on April 11, 2014 by Craig Freshley

In principle, groups often get bogged down in details (who should do what by when and how) and fail to stay on the high ground (strategic direction and guiding policies).

The group as a whole has the unique perspective of seeing all that the group is doing, all the opportunities, all the threats. It is a view from the hill top. An individual group member has the unique perspective of seeing the details on the ground and has the best sense of how to actually implement policies in the field.

Practical Tip: As a group responsible for establishing plans and policies, consider the big picture and make high-level decisions that guide implementation. Resist the temptation to dictate details. Encourage the group as a whole to stay on the high ground and trust individuals to handle the trenches.

Group Decision Tip: Detachment

Posted on March 28, 2014 by Craig Freshley

In principle, detachment is the key to peace.

Sometimes we are so attached to things that we are apt to fight for them, so attached that when they disappear it brings great pain, so attached that our judgment is clouded to the point where we see and feel only conflict.

While right-sized compassion brings comfort, oversized attachment to people, ideas, or feelings brings turmoil and tension. While right-sized determination brings achievement, unwavering attachment to goals or ideals brings conflict.

Practical Tip: Do not be too attached to your group’s cause or decisions that you think the group should make. Do not be too attached to how you think things should be or how others should behave.

It is often those group members who are unreasonably dedicated — those who give an unreasonable amount of time or energy — who cause the most conflict.

Give your best without conditions. Speak your truth without expectations. Use the key, find peace.

Group Decision Tip: Accountability

Posted on February 20, 2014 by Craig Freshley

In principle, accountability is comparing expectations with actions, what we hoped would happen against what actually happened. It requires that expectations are written. It requires that actions are evaluated in light of the expectations. And there’s another requirement. When we are accountable we say out loud that things were achieved as expected or that things were not achieved as expected. We don’t ignore successes or transgressions, we account for them.

Accountability done right is very helpful for personal and group development. It pushes us to be thoughtful about our expectations and to learn from our shortcomings.

Accountability done wrong creates conflict, like when I publicly hold someone accountable for something that they didn’t sign up for, or when I secretly carry an expectation or a grudge. It also causes conflict when a deed goes undone that someone did sign up for but no one calls it out; no one points out that the action was out of sync with the expectation. Accountability done wrong causes resentment, confusion, and unfairness.

Practical Tip: If you want to hold someone accountable, first ensure that there is shared understanding about the expectation. Write it down. Do not judge against someone for not living up to unclear, or even imagined, expectations.

It works well when we publicly acknowledge successes of others and failures of self. When someone else achieves an expectation, notice and point it out. When you fail to achieve an expectation hold yourself accountable, be the first to notice and acknowledge the failure, and take pressure off others to do so.

Group Decision Tip: Flat for planning, stacked for doing

Posted on February 6, 2014 by Craig Freshley

In principle, different ways of deciding should be applied to different types of decisions.

Deciding how things should be — planning — is well-suited to a flat decision-making structure; that is, where several decision makers are equal and all fully participate. Some call this consensus decision making. As a rule, the longer and wider the reach of the plan, the broader and flatter the planning structure should be.

Deciding how to implement plans — doing — is better suited to hierarchical decision-making structure; that is, roles and responsibilities are stacked upon each other. There is a chain of command and accountability up and down the ladder. As a rule, the more expeditious and short-lived a decision is, the better it is to delegate it to an individual within a hierarchy.

Practical Tip: For each decision, first decide the type of decision: Is it more of a planning decision or more of an implementation-type decision? Will it have long-term, broad impact or short-term, local impact? Apply a decision-making method appropriate to the nature of the decision. Every group member need not decide small, implementation details. Long-term planning and high-level policy should not be in the hands of just a powerful few.

Group Decision Tip: My part

Posted on January 23, 2014 by Craig Freshley

In principle, there are at least two pieces to every puzzle, at least two parts to every solution. No solution to a problem is entirely in the hands of just one person.

For example, people at the back of a room might have a hard time hearing the speaker at the front. When this happens someone is apt to suggest to the speaker: “Speak up.” But another solution is in the hands of the listeners: “Move closer.”

If I have a problem with someone’s behavior, one solution is for them to change. Another solution is for me to change. I can change how I interact with them or I can change my attitude toward them.

When I assume my problem is entirely because of someone else, I am hiding an important part of the solution. When I deny my part, I am in the way of the group moving forward.

We can spend a lot of time and energy wishing our group was different, complaining about our group, questioning other group members about their ways. But there is only one question that leads to real change: “What am I going to do about it?”

Practical Tip: With every problem remember that there are multiple parts to the solution. Ask, “What’s my part?” If you want the problem solved, act in ways that will help solve the problem rather than talk about how others should solve it.

Be the change that you want for your group, for your world.

Group Decision Tip: E-mail

Posted on January 9, 2014 by Craig Freshley

In principle, e-mail is an efficient way to communicate in groups, but it is a relatively new way of communicating that we are still getting used to. E-mail is instant, like conversation; enduring, like a written document; and able to be copied and distributed like nothing we have ever known. The combination of these three attributes makes it rather like a chainsaw: very effective when used properly, very dangerous when used on impulse or in anger.

E-mail is most effective when used to convey facts quickly. E-mail is most destructive when used to convey a negative reaction to something, like a previous e-mail. It is so quick and easy that we are apt to forget that what we write may be distributed far and wide and long after the feelings behind it have subsided. It is so impersonal that we are apt to underestimate its effect on other people’s emotions.

And then there is the problem of interpretation: Very few of us are skilled enough to convey exactly what we mean with written words, or discern exactly what written words were meant to convey. E-mail messages are easily misunderstood and misunderstanding is usually at the root of bad decisions.

Practical Tip: Beware of using e-mail to convey negative emotions, arguments, or sarcasm. Be thoughtful and deliberate about who you send to and about forwarding e-mails. Consider if you should send the message at all. If you don’t have something nice to say, don’t say it by e-mail.

If you don’t fully understand something you read in e-mail, don’t fill in the blanks with assumptions. If you don’t understand what the sender meant, ask them (perhaps by phone or in-person).

E-mail is an easy way to say something not to someone’s face. That can be efficient and/or hurtful. It cuts both ways.

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