Unjust Deserts?

When I started traveling for work, I resented the airlines for creating social hierarchies favoring those who pay more or fly more. Something about the overt unequal treatment of people rubbed me the wrong way. In those days, I would proclaim to my friends and colleagues that if I ever I qualified for a first class seat I would refuse it out of principle. Instead, I would offer it to someone infirmed or perhaps to a parent traveling with an infant. I would gallantly swap my seat for whatever seat the less fortunate traveler had been assigned. I would not become a pawn in the airline’s twisted plot to create addicts of their frequent fliers.

Fast-forward thirty years. I now qualify for American Airline’s top tier status. I get upgraded to first class about 75% of the time. I’m treated deferentially. The more onerous travel becomes for the occasional flier, the more my status distinguishes me. By the way, I have never once given up my first class seat. What’s worse, the resentment I once reserved for the airline sometimes manifests as impatience with people who board too slowly like the infirmed or parents traveling with infants. I’m not proud of abandoning my earlier principled stance. I am, on the other hand astonished by how quickly I got used to the blatant preferential treatment.

I qualify for special treatment by the airline because of my job. A few of us on every commercial flight have an advantage over the planeload of other passengers even though everyone onboard needs to get from point A to point B. Some passengers in first class have paid extra for the comfy seat, free food and deferential treatment. Many of the passengers in first class are road warriors whose company or clients pay about the same fare as everyone else on the plane.

I’ve been thinking a lot lately about the advantages I enjoy and often take for granted; I’ve been thinking about whether or not I’ve earned all those advantages. For example, I’m just over six feet tall, white and male. It would be impossible to list all the advantages I’ve enjoyed in my lifetime because society favors certain of my traits.

There is a dynamic relationship between “access” and “advantage.” My unearned advantages have made it easier for me to access earned advantages like a good education and promotions at work. Earned advantages afford me preferential treatment when competing with others for access to even more limited and valuable advantages and opportunities. For others, the virtuous cycle becomes a vicious cycle when a lack of advantage prevents access, which in turn puts opportunity for acquiring advantages out of reach.

I got inspired to turn my attention to the topic of earned and unearned advantage after reading an anecdote in Eugenia Cheng’s excellent new book, The Art of Logic in an Illogical World. Early in the book, Cheng shares a story about commuter reactions to the new green markings painted on the platforms of the London Underground. The markings let waiting passengers know where the train doors will open so they won’t stand in the way of people exiting the train. Cheng noted, “Apparently some people were upset that these markings spoilt the ‘competitive edge’ they had gained through years of commuting and studying train doors to learn where they would open.” This story led Cheng to an insight about affirmative action, “…If we give particular help to some previously disadvantaged people, then some of the people who don’t get this help are likely to feel hard done by.”

Helping those who have been previously disadvantaged has been in the news recently owing to a high-profile lawsuit against Harvard University based on their affirmative action practices in admitting students. Putting the politics of affirmative action aside, I tried applying the Unstuck Minds Method to the questions we ask about affirmative action. The Unstuck Minds Method helps people identify thinking traps that prevent them from discovering new options. We generally pose questions about our dilemmas and then focus our energy and attention on generating and debating solutions. The Unstuck Minds Method helps us determine the extent to which a misleading or incomplete question might be responsible for our inability to find a solution.

The practice of affirmative action attempts to correct for a long history of systemic and institutional bias against minority groups and women who seek equal access to limited opportunities. Our questions about affirmative action focus on improving things for those who have been disadvantaged by discrimination. When devising affirmative action practices, we generally ask some version of, “How do we level the playing field for the disadvantaged?” The question is clear and evocative, but it also misses an important aspect of the problem.

While we work to remove barriers that unfairly target minorities and women, we also need to ask some uncomfortable questions about our relationship to our unearned advantages. American Airlines is making an economic decision by establishing tiers of service and rewarding frequent fliers. As a consequence of their system, I become habituated to better treatment. After a few years I start to believe I deserve better treatment. When I start to identify with the treatment I’m getting; that’s when I fall prey to a thinking trap.

When I conflate my unearned advantages with who I am, “leveling the playing field” starts to feel like an existential threat.

To be clear, I’m not suggesting that we give up on removing institutional discrimination. I am suggesting that until the conversation feels personal, we may not get enough of the people who have the power to enact change to engage in the conversation in any meaningful way. It’s not unlike getting people motivated to work on climate change. We need regulations and we need personal commitment to change our daily habits.

Here is a question I would like to include in our public conversations about affirmative action: How might increased awareness of our unearned advantages spur a call to action?

Consultant, heal thyself

Earlier this month I facilitated a meeting for a group of physicians who are members of a state medical society. The Governor of the state established a consortium for the prevention of prescription drug abuse in response to the national opioid crisis. The consortium in turn, reached out to the medical society to convene members for the purpose of establishing protocols, exchanging best practices, and aligning on a point-of-view to share with legislators that would ensure meaningful regulation.

My blood pressure goes up when I’m in a room with one doctor, so you can imagine how I felt about facilitating a meeting with 20 doctors. Nevertheless, I had agreed to help them tackle an important topic. We needed to make the most of a day-long meeting of professionals volunteering their valuable time. The expertise in the room wasn’t going to do anyone any good without a process that ensured shared understanding and produced actionable alignment.

Working with problem-solving groups is itself an exercise in problem solving.

Smart, highly skilled people who generally solve problems by themselves don’t automatically adapt to the challenges of collaboration. One of the challenges of collaborating during a problem solving exercise is slowing the group down enough to confirm that they agree on the problem before they start generating solutions. Doctors in particular, think fast and have been trained in a diagnostic methodology; they move from symptoms to causes and then prescribe or operate.

A challenge like the opioid crisis doesn’t present itself in the way a patient might show up with symptoms. A public health emergency is not just a more complicated set of symptoms requiring a differential diagnosis. Complex social problems can’t be outsmarted. Chasing down causes might help us feel more in control, but the causes are not static conditions waiting to be discovered. Asking what’s causing the opioid crisis is like asking what causes religion (no Marxist pun intended).

Upon reflection, I’ve come to realize that a tension between competing research methodologies hid below the surface of our work together that day. The doctors had been trained as scientists. Science presumes that objective observation and analysis can lead to universal causal laws. I had suggested a collaborative process based on a social theory approach called, participatory action research. Participatory action research presumes a dynamic relationship between understanding something and changing it. By contrast, science presumes we need to understand something before we try to change it.

While we made respectable progress and agreed to a few clear action steps, I am only now coming to realize the mistake I made in designing a process for the meeting. Because of my anxiety about showing up as an authority, I inadvertently acted like a doctor. I treated the group as a patient. I diagnosed their group dynamics and prescribed process fixes. Alternatively, I could have recognized that together we represented our own complex social network. I might have been more open to the way our challenges and shared understanding emerged through our dialogue. Had I been more attentive to and less judgmental about the group’s natural tendencies, we may have made even more progress.

Tangled up in Q: Questions that limit, misdirect and keep us stuck

I got a Ph.D. in 2015, which means I wrote a really long paper that no one will ever read (except for the people who were paid to read it). Like a lot of doctoral candidates, I conducted a disciplined and comprehensive research study to demonstrate something most people would consider intuitively obvious. Ultimately, my research led to the conclusion: The questions people ask about a situation they want to change reveal a lot about what they’re thinking and feeling.

I know it doesn’t sound like much, but it turns out that paying attention to how people frame their questions provides a window into thinking traps that may be preventing them from getting unstuck.

When leaders pose questions reflexively about situations that are complex and stressful, they can fall prey to the Inquiry Loop. The Inquiry Loop explains how thinking traps can feel like trying to find your way out of a forest only to realize that you’ve been walking in circles.

InquiryLoopGraphicLABELSThe Inquiry Loop suggests that you won’t get any new information if you don’t change your questions. You won’t change your questions if you don’t recognize the influence your assumptions have on what you choose to learn about. Finally, you can’t alter your assumptions without new information.

One way to break free of the inquiry loop is to change the questions you’re asking. Better questions could lead to new information and new information could lead to an insight. An insight has the power to transform our assumptions. The revised assumptions make it possible to listen differently, generate different questions and surface even more information. In short, a better question can turn a vicious cycle that keeps us stuck into a virtuous cycle that opens up options.

Lately, I’ve been working with leaders to help them improve their questions. I have come to recognize distinctive patterns in their questions; patterns that undermine their desire to find comprehensive, novel and widely accepted solutions. Many of the counterproductive questions that all of us tend to ask when we feel stuck fall into one or more recognizable categories. Here are four categories of questions that often lure us into a thinking trap.

1) The lure of the veiled solution

Organizational leaders are expected to have a point of view about any and all situations. Leaders also have a bias for action. We shouldn’t be surprised that when feeling stuck or challenged by a complex situation, leaders quickly form opinions and then set about implementing their conclusions. The urge to fix things often shows up in the way we pose a question about a situation we want to change. For example, when confronted with complaints that support functions feel left out and underutilized, a leader might start with the question:

How do we improve communication between line leaders and their support functions?

The question includes a point of view about how to respond to complaints about feeling left out and underutilized, but is a lack of communication really at the heart of the matter? Maybe line leaders feel overly regulated when they involve support functions so they intentionally work around them. A lot of unproductive work gets generated when people rush off to solve the wrong problem.

2) The lure of the false dichotomy

False dichotomy questions contain “either/or” assumptions. The question gets framed to limit (sometimes intentionally) answers to one of two opposing options. The problem is that real-world options are rarely if ever, mutually exclusive. False dichotomies have rhetorical impact, but almost always contain a logical fallacy. Imagine the politician that declares, “Either vote in favor of this legislation or condemn this country to a future of lawless anarchy.”

Here’s a typical false dichotomy question that could lure us into a thinking trap:

Should we bring in someone from outside the company to head up the marketing department or promote someone from within?

Are those really the only two alternatives? What if we hire someone from the outside to become a chief of staff to an internal hire that runs the department?

3) The get-them-to-change lure

When a situation feels stressful or frustrating, it’s not uncommon to assume outside forces are preventing you from achieving your goals. Sometimes, when we feel stuck and can’t control all the variables influencing our dissatisfying situation, we assign blame. If only our suppliers would lower their prices. If only our employees would act with accountability. If only our sales people would forecast the pipeline more accurately. In some respects the “get-them-to-change lure” is a special case of the lure of the veiled solution. In this case, the solution is for the identified group or individual to change their behavior. As an example…

How do we get our customers to use the tracking feature on our website instead of calling their sales rep when they need information about their orders?

When we accept a “get-them-to-change” framing of a dilemma, we end up thinking of people as automatons. Solving our problem becomes an exercise in figuring out the programming required to alter the behaviors we find troublesome.

4) The lure of the distorted scope

The scope of a question can be too narrow or too broad. When we experience a problem in a specific way, we may arbitrarily narrow our focus. Let’s say our employee engagement survey shows a decline in the scores related to “trust in leadership.” We would be limiting ourselves by asking the too narrow question, “How do we improve our trust scores on the engagement survey?” Alternatively, we could err in the other direction by asking the question, “How do we improve trust around here?”

The first question sends us off to analyze responses to survey items. The second question gives us no place to start.

For help improving question that may be suffering from one or more of the categories described above, take a look at Four Imperatives for Crafting Better Questions and How to Fix a Bad Question

Question your Answers

There is an important difference between getting unstuck and finding the answer.

Remember when you were solving word problems in high school algebra? Do you remember that feeling of being stuck? Going to the back of the textbook for the answer did not help you get unstuck. The goal of getting unstuck is to reorient your relationship to the problem, which makes it possible to find an answer.

Getting unstuck liberates us from our thinking traps and restores momentum. Fundamentally, getting unstuck means learning something new.

To get unstuck, we need one or more of the following

  • New data,
  • New perspectives
  • New insights.

The Unstuck Minds Compass reorients your relationship to your most persistent challenges by equipping you with four strategies for recognizing potential thinking traps and loosening their grip. Taken together, the four strategies provide data, perspectives and insights that change the way you define the problem. A single question headlines each strategy of the Unstuck Minds Compass. Let’s use each question to work an example.

Imagine that you are part of an employee engagement task force sponsored by your organization’s Human Resources (HR) department. The team has concluded that one key to greater employee engagement is frequent, ongoing coaching conversations between direct reports and their managers. The task force has implemented several initiatives to encourage coaching conversations. After each program or training course, employee focus groups report sporadic improvement, but the improvements peter out within weeks. Meanwhile, the employee engagement scores haven’t improved. The task force has defined the problem as an inability to get managers to conduct regular coaching conversations with their employees. The team feels stuck.

The Four Questions of the Unstuck Minds Compass

  1. What is the bigger picture?

Contextual Inquiry encourages us to zoom out and consider what is changing in the environment that we haven’t paid enough attention to. Let’s say that by asking about the bigger picture, we learn that…

  • Lower unemployment rates and aggressive recruiting are making it harder to retain our most talented employees
  • The increasing importance of learning how to adapt to a volatile and complex business environment might mean that mastering tried-and-true practices has become a lower priority for leadership development
  1. What is causing our dissatisfaction with the current situation?

Critical Inquiry directs our attention toward the underlying and hidden systemic issues that might be responsible for the situation we want to change. Let’s say that by asking about the causes of our dissatisfaction, we learn that…

  • Coaching in our organization is perceived as punitive rather than a way to build trust, rapport and capability
  • Our managers don’t care as much about the employee engagement surveys as the leaders of our HR department do
  1. What needs and perspectives are we missing?

Collaborative Inquiry asks us to consider the influences of social networks and diverse life experiences on our challenge. Let’s say that by uncovering needs and seeking out diverse perspectives, we learn that…

  • Millennials and their managers have misaligned priorities and values when it comes to performance expectations and career planning
  • We discover that our highest potential, early career employees view their current role as the place they’ll learn the skills they need for their next role
  1. How else might we define our challenge?

Creative Inquiry challenges us to question our assumptions and consider alternative ways to frame our problems given the data, perspectives and insights we’ve gathered by responding to the first three questions.

Perhaps we have come to realize that focusing on changing the behavior of our managers may be part of the problem. We originally defined our challenge as, “How do we get our managers to conduct regular coaching conversations with their employees?” Maybe we should consider defining our challenge as, “How might we help our employees realize their potential?”

The Four Influence Modes

People have been interested in influencing one another long before modern organizational structures blurred lines of authority. Aristotle laid out his theory of persuasion in the 4th Century BC. One of the bestselling books of all times, Dale Carnegie’s How to Win Friends and Influence People was written in 1936 and is still readily available. Today, Dale Carnegie and Associates, Inc. will sell you targeted versions of the classic like, How to Win Friends and Influence People in the Digital Age or How to Win Friends and Influence People for Teen Girls. Suffice to say; those of us schooled in Western intellectual traditions have come to believe that influence is something we do to others and the more skilled we become, the more others will be attracted to us and to our ideas.

In our organizational lives, the desire to increase agility and decrease cost challenges us to collaborate in ever more ambiguous and complex working relationships. In an attempt to move faster, organizations have removed layers of authority hoping to empower those closest to the work to make daily operating decisions without seeking permission along a chain of command. As a consequence, it is not uncommon for authority over investments, processes and the allocation of resources to be shared or unassigned.

The volatility of today’s business environment demands quick action and adaptability, but when no one can answer the question, “How will this decision get made?” the desire for agility bumps up against our preference for clarity.

When your rank, role, or status does not dictate your decision-making authority, action results from some combination of influence and cooperation. When the responsible parties cannot influence each other, decisions either get escalated to over-burdened functional executives or they tumble through an endless consensus cycle that wrings out accountability and commitment.

I want to offer for your consideration a framework that examines four modes of influence. While each mode represents a legitimate approach to influence, the distinctions among the modes may reveal hidden obstacles to moving forward. Each mode assumes a particular mindset about influence and a particular skillset to employ the mode effectively. Distinguishing among the influence modes will also surface incompatible approaches.

 

Slide2Coercive

  • Catchphrase: Do as I say
  • Source: Power imbalance
  • Strategy: Find the fear; exploit weakness

Coercive influence has limited applicability in modern organizations. It might be useful in a police interrogation or among religious fundamentalists, but influencing someone by focusing on authority or a power imbalance violates the morality of human dignity. If people respect your rank, role or status, coercive influence becomes benign compliance. When you exploit your rank, role or status to get your way, people will submit in the short run, but in the long run, they will expend their discretionary energy seeking ways to undermine or work around your demands. Coercive influence works when people have something to fear. Bob Woodward and his publishers made a very deliberate decision to call his most recent book, Fear: Trump in the White House.

When reaching conclusions or moving to action under coercive influence, there is only one acceptable option. The rules defining right and wrong are prescribed or dictated.

Slide2Persuasive

  • Catchphrase: Lend me your ear
  • Source: Rhetorical excellence
  • Strategy: Draw on credibility, emotion and logic

Persuasion is a form of influence that derives from a mechanistic model of human interaction. Person A holds belief x and uses the tools of persuasion to get person B to adopt belief x and to be willing to act on belief x. We typically think of politicians and organizational leaders as people who rely on rhetorical excellence to influence others. Persuasive influence works best when one person communicates to many people. The exact same rhetorical skill used in a more intimate setting or during a one-on-one conversation suddenly feels manipulative. People in an audience don’t expect to be heard from. People in a meeting do.

When reaching conclusions or moving to action under persuasive influence, there are only as many options as there are participants in the discussion.

Slide2Collaborative

  • Catchphrase: Better together
  • Source: Trust
  • Strategy: Build on shared interests and share responsibility for success

When we move from persuasion to collaboration, influence gets reframed. In the collaborative influence mode, influence is no longer something one person does to others. The collaborative mode and the emergent mode regard influence as change caused through interaction. In collaborative influence both parties are open to a “third way.” Collaborative influence rejects the notion that I am only influential when I convince others to see it my way. In collaborative influence, both parties explore their needs and interests and success depends on finding a way forward that meets shared needs and interests.

Under collaborative influence, multiple options emerge from an exploration of mutual interest.

Slide2Emergent

  • Catchphrase: Be here now
  • Source: Care
  • Strategy: Co-create safety for change through dialogue and improvisation

When it comes to the language of influence, it’s hard to think about influence without imagining a protagonist. Like collaborative influence, emergent influence rejects the conception of influence as something that one person does to others. Entering into emergent influence assumes that all parties care about each other’s needs and interests. In emergent influence mode, the potency of my influence is directly proportional to my openness to being influenced by others.

Under emergent influence we are only constrained by the depth of our desire to serve others.

 

What would you accept as evidence that you’re wrong?

Virtual instructor led training will never replace in-person classroom training.

When I facilitate a discussion about the challenges of leading organizational change, I often use a personal example. I mention that Interaction Associates, the training and consulting firm where I work, has been developing modules of instruction that can be delivered through web conferencing platforms. Our clients want virtual training and we are responding.

To emphasize the challenges of organizational change, I bluntly describe my aversion to participating in webinars, which is exceeded only by my aversion to leading webinars. I then ask participants to imagine that they are my bosses and that they would rather help me adapt than replace me.

By the way, if you are one of my clients and I’m scheduled to lead a virtual learning session for you, don’t worry… keep reading. The point of this blog post is to share what I’ve learned about making it easier for people to be wrong so that they can avoid getting stuck. Spoiler alert: I have turned the corner on my resistance by better understanding its source.

We have learned from the work of Kahneman and Tversky that when people consider options and outcomes, “Losses loom larger than gains.” From William Bridges work on “Managing Transitions” we understand that people experiencing change will first consider what they are losing before they can accept a new beginning. Ron Heifetz warns us not to ignore the adaptive aspects of change (aspects that require us to transform our repertoires) by only focusing on the technical aspects of a change (aspects that we have the expertise to deal with). The more a change threatens something a person considers core to their identity, the greater the resistance.

For those of us with a more analytical bent, our resistance often masquerades as well-reasoned conclusions. We experience the fear associated with the threat of loss, but we’re more comfortable with rationale than raw emotion and by the way, so are our organizations. We build theories to justify our opinions, and then we interpret the inevitable missteps that accompany any large-scale change as evidence that we were right all along.

In 1959, the philosopher Karl Popper introduced the concept of “falsifiability” as a way to distinguish a legitimate scientific claim from a pseudo-scientific claim. For Popper, an empirical scientific system is one that can be refuted by evidence. Borrowing the concept of falsifiability can be useful when people raise reasonable sounding objections to hide their fear of loss.

Ask someone who argues in support of the status quo two questions:

  1. What should we accept as evidence that we’re wrong about making this change?
  2. What would you accept as evidence that you’re wrong about preserving the status quo?

If we want to have a conversation about the emotional impact of change, then it’s best not to argue about whose theory of emerging trends is more accurate. Simply give people the time and space to express and empathize with each other’s reaction. If we want to have a conversation about the most reasonable course of action given our hypotheses, we should be prepared to look for falsifying evidence, not just confirmatory evidence. If I can’t imagine discovering evidence that I’m wrong about one of my theories, then it’s not a theory; it’s something I take on faith.

If you’re a leader or manager and you’re dealing with a pain-in-the-ass employee like me, consider allowing your employee to pontificate, and then acknowledge that they may have a point. If the employee has a reputation as an alarmist, they’re unlikely to sway others. If the employee is respected and trusted, he or she will come around or opt out because that’s what people with integrity do.

Sometimes being stuck is like recognizing that we’ve stepped into quicksand and we struggle unproductively to free ourselves. Sometimes being stuck is like standing still while the ground beneath us turns to quicksand. At first we feel comfortable and settled. We scoff at the frenetic activity around us. We’re content to stay put. What we need is a better question to wake us up to the sinking feeling that we may be left behind.

Consultants on Balconies Getting Comfy

Netflix recently released Season 10 of Jerry Seinfeld’s Comedians in Cars Getting Coffee. If you haven’t seen the show, its title is its premise. The episodes run for about 15 minutes. At the beginning of each episode, Jerry picks up his guest in an exotic car meant to capture the spirit of the featured comedian. Jerry and his guest drive around, grab a cup of coffee, sometimes eat a meal, sometimes run an errand all the while chatting about whatever interests Jerry. Often, what interests Jerry most is philosophizing about stand-up comedy.

In the first episode of the current season, Jerry’s guest is Zach Galifianakis. After picking up Zach in a Volkswagen Thing (fun, inventive, unique, irreverent… like Galifianakis, get the idea?), the comedians end up getting their requisite coffee in a donut shop. Zach becomes nostalgic about his pre-fame days when he could spend uninterrupted time observing people in nondescript places. He explains that after the success of the Hangover movies, he feels that he lost the ability to simply hangout in ordinary places and observe. He recalls wistfully, “I got to sit and watch people… and that’s where I got everything.”

After watching Jerry and his guests discuss how comics get inspired, one gets the impression that stand-up comics split their attention as they go about their lives. The comic blends in with the rest of us Earthlings attending to the activities of daily living while simultaneously watching life from some detached, alien perspective.

For example, as Jerry and Zach are driving past a couple of elderly gentlemen greeting each other on the street, Jerry observes, “There’s two old friends. See that hug? Those guys have known each other a long time. They’ve eaten the exact same food. That’s why they’re the exact same weight.”

Facilitators and organizational development consultants also exploit the power of the detached perspective. For leaders, a detached perspective is more difficult, but no less important. Ron Heifetz and Marty Linsky in their 2002 book, Leadership on the Line compare leading to dancing, ask leaders to imagine the difference between the experience of being on a dance floor and being on a balcony overlooking the dance floor:

Achieving a balcony perspective means taking yourself out of the dance, in your mind, even if only for a moment. The only way you can gain both a clearer view of reality and some perspective on the bigger picture is by distancing yourself from the fray. (p. 53)

Consultants often provide leaders with a balcony perspective because the consultant is less attached to the specific ideas and opinions surrounding a challenging organizational situation. A consultant acting as a meeting facilitator on behalf of a leader can focus on the process of the meeting and the way participants interact to ensure the meeting leader gets full advantage of convening stakeholders with diverse points-of-view.

Of course, just as leaders can get stuck on the dance floor and miss the big picture, consultants can get stuck on the balcony. Too much time on the balcony and helpful insights can become unproductive criticisms. Consultants who get comfortable on the balcony risk becoming like the “cold and timid souls” in Theodore Roosevelt’s famous speech who, “…know neither victory nor defeat.”

When Dennis Rebelo and I were students at Saybrook University working on our doctorates we developed a reputation as captious bystanders during our program’s residential conferences. At some point we started referring to ourselves as Statler and Waldorf, the cranky, wisecracking hecklers that would sit in the balcony during The Muppet Show and amuse themselves with insulting comments about whatever was happening on stage. We were never sure which of us was Statler and which was Waldorf, but we embraced the nicknames and the personas.

To be fair, Dennis gets antsy if he spends too much time on the balcony. He is a busy guy with a string of accomplishments. Check out his latest project called StoryPathing™ designed in part, to help people during transitions develop their identity through the power of narrative. I, on the other hand, get very comfortable on the balcony. Sometimes, when I facilitate meetings, the dynamics playing out in front of me can distract me from intervening and redirecting the discussion.

The view from the balcony can help a team get unstuck.

If you don’t have access to a consultant or facilitator… or a stand-up comic, you can still benefit from a detached perspective. In every group and during every meeting someone at some point in a process or discussion is paying more attention to how things are going (balcony) than to the work at hand (dance floor). Moreover, the person most likely to have a useful opinion about how things are going may be the one who seems disengaged or even anxious about participating.

If you have created an environment in which people feel safe expressing their thoughts and feelings, you can simply pause the meeting or process and ask people for feedback. If not, follow the example of Jerry Seinfeld and take a coffee break. Simply stop the action for five or ten minutes and talk to someone whose opinion you respect and who has not had much to say. When attempting to learn from someone who has been on the balcony, don’t ask, “What should we do?” Instead, ask, “What are you seeing?”