Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sep 08, 2020 6:36 PM
Replying to George Freeman
...
Hi Thomas,
Contrary thoughts lubricate the gears of the mind - great questions! Here are a few of my thoughts towards your thesis:
- If an “optimally trusting and collaborative team” is one that views productive-arguing (i.e., challenge-based discussions) as conflict, then yes, creativity will likely find itself a casualty of correctness.
- I’m an advocate of “creating a disturbance in the force,” for the benefit of your project, as a “little more knowledge lights our way” to success - a little wordplay from Star Wars.
George
George,
thanks, a thought coming up is how to create this disturbance?
Is it the leader in situations? Outside triggers (often)? Or can we design a team to recognise the need and self organize?
...
1 reply by George Freeman
Sep 09, 2020 10:44 AM
George Freeman
...
Thomas,
In my opinion, it’s not natural for a team (these days) to be autonomously challenge-based due to the fear of [A] being wrong in the sight of others, or not being [B] politically correct, among others. Hence, the need for the leader to create an environment that is “psychologically safe” (Kudos to @Kiron) for such activities.
To create a disturbance, the leader must model the practice of challenge-based discussions (i.e., productive arguing). For instance, the leader would start by inviting the group into this environment by stating, “Let’s have a challenge-based discussion,” and would then proceed to state the concern/issue. From there, the leader would engage their team for opinions/thoughts and then challenge each one (and invite others to challenge), even if the opinion/thoughts are seemingly consensus-minded. This process would continue in iterative form until an opinion/approach rises as a vetted victor.
I also believe it’s a good practice for the leader to model the idea of “being wrong, for the sake of determining that which is right.” In other words, the leader puts forth a challenge that he/she knows is wrong but does so for the sake of creating “conducive challenges.” Such actions encourage others to engage, as the verbalizing of thoughts and ideas is no longer constrained to the fear of being wrong.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Sep 08, 2020 4:05 PM
Replying to Kiron Bondale
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Thomas -
A team with a high level of psychological safety will usually embrace healthy conflict which is needed to discover creative solutions to challenging problems. Such a team's members will also provide feedback with radical candor to one another which will result in continuous improvement (both efficiency & effectiveness).
Kiron
Hi Kiron,
agree, if there is a team which is psychological safe it might be able to disagree and dispute (be creative) and come back to being efficient quickly.
I would think that a minority of teams is at this level. For those teams working on becoming more trustful, how could they use conflict without hampering with there progress on trust?
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1 reply by Kiron Bondale
Sep 09, 2020 8:11 AM
Kiron Bondale
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That's where a good team lead (or any team member IMHO) can help with effective conflict resolution and modeling the behaviors which the team as a whole should adopt.
agree, if there is a team which is psychological safe it might be able to disagree and dispute (be creative) and come back to being efficient quickly.
I would think that a minority of teams is at this level. For those teams working on becoming more trustful, how could they use conflict without hampering with there progress on trust?
That's where a good team lead (or any team member IMHO) can help with effective conflict resolution and modeling the behaviors which the team as a whole should adopt.
Kiron Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
As Ramon, I tried to find the opposite of creativity with the idea that there is a choice between one or the other. 'Non-creative' doesn't really fit as it suggests plodding or absence of thinking. In some minds 'productivity' is the opposite but in my opinion creativity supports productivity and vice versa. I don't believe you can have one without the other.
I see 'creativity' and 'productivity' in balance. One without the other just doesn't work. The measure of a good leader is to strike the right balance. Always looking and encouraging a better solution but doing so without stopping forward progress. Saving Changes...
George FreemanThought Leader | Author | Architect| Florida, United States
Sep 09, 2020 5:55 AM
Replying to Thomas Walenta
...
George,
thanks, a thought coming up is how to create this disturbance?
Is it the leader in situations? Outside triggers (often)? Or can we design a team to recognise the need and self organize?
Thomas,
In my opinion, it’s not natural for a team (these days) to be autonomously challenge-based due to the fear of [A] being wrong in the sight of others, or not being [B] politically correct, among others. Hence, the need for the leader to create an environment that is “psychologically safe” (Kudos to @Kiron) for such activities.
To create a disturbance, the leader must model the practice of challenge-based discussions (i.e., productive arguing). For instance, the leader would start by inviting the group into this environment by stating, “Let’s have a challenge-based discussion,” and would then proceed to state the concern/issue. From there, the leader would engage their team for opinions/thoughts and then challenge each one (and invite others to challenge), even if the opinion/thoughts are seemingly consensus-minded. This process would continue in iterative form until an opinion/approach rises as a vetted victor.
I also believe it’s a good practice for the leader to model the idea of “being wrong, for the sake of determining that which is right.” In other words, the leader puts forth a challenge that he/she knows is wrong but does so for the sake of creating “conducive challenges.” Such actions encourage others to engage, as the verbalizing of thoughts and ideas is no longer constrained to the fear of being wrong. Saving Changes...
