martin.silcock asked about "just do something"?
Martin, I'd estimate most people involved with large action-oriented
groups have witnessed or initiated an uncomfortable "cutting to the
chase", "we have to do something, and do something pretty quick".
Reflecting, many of my experiences when this has happened have been where
there's uncertainty about one or more of the following:
- a clear purpose for taking action - like, what's at stake? (why are we
doing this?),
- clarity of the steps leading up to the desired objective, or
- having sufficient knowledge about the mental models of the members of
the team, themselves, around the objective.
Time constraints - from whatever source, the innate complexity of the
decision making process, and the skill the team has with working among
themselves in this type of decision-making environment are also factors.
And the uncertainties, constraints and complexity are very real! I've
felt the anxiety when placed in such a situation - either by forcing the
process myself (as "manager") to make a deadline or as part of a team
charged with "getting something (correctly) done". And I didn't like the
feeling?
Some say that urgency inspires "right action". Possibly this urgency
imposed on the team causes an engagement of a more comprehensive approach
to solving the problem at hand. If the team has the skill (and
technology) to collect, integrate and analyze the parts of the "problem
scenario" and a way to compare what they come up with both quantitatively
and qualitatively against prior experience - AND in a timely fashion, then
the resulting course of action should be improved. Not only will the
action taken be improved, the team will likely be better prepared for the
next problem scenario.
It's a lot like a sports team: the more they practice, the better they
become to deal with the variety of competitors they'll face. Individual
talent is a blessing; teamwork, however, is essential in most complex and
time- or resource-constrained situations.
Regarding your question about asking questions?
My experience says that if questions or issues raised by the team aren't
processed, they'll seriously affect the ability of the one who raised
them, if not the rest of the group, to work on the problem scenario. I
know myself to have effectively "shut down" under these conditions - the
last thing a constrained process needs. This tells me that the team -
whether through an appointed leader or by wisdom and intentionality of one
or more of the members, themselves - has to help me get beyond my hang-up.
Whether my hang-up is logical or not isn't important; what is important is
to help me clarify my concern so that I can again become a contributing
member of the team. One way to accomplish this may be to show that the
team recognizes and respects my position. If my issue is one of definition
or understanding, then take some time to try for clarification. If it's a
matter of point of view, somehow "board" the issue (an acknowledged
"bucket list" can work) for later processing.
If I believe the team is ignoring my issue, unless I can really be heroic,
I'll "go with the flow".
Hope these observations help.
Regards,
Terry Priebe
Decision Support Associates (www.de-sa.com)
tpriebe@de-sa.com
--Terry Priebe <insight@dca.net>
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