when you've found your team prematurely converging -- jumping to specifics too early -- what were some contributing factors?
...this is a weird one, but often it seems to happen when the bulk of the team is tied up with something, and a smaller group -- e.g. designer and PM -- are under pressure to "tee up" the next thing
...when the team lacks psychological safety? people just want to get it over with, so they just go with whatever seems like a reasonable deal to make the need to collaborate go away
... "business as usual" makes it impossible to carve out the time to do divergent work and stay there for a bit ... so when people do have a moment, they rush to agree?
...sometimes the cause seems to be the power and anchoring of an early idea. The whole thing started with someone saying "we should____". Instead of backing up and starting over and brainstorming more ideas, ____ because the thing
...dependency wrangling!
"we're trying to figure out if we should hire another person in 2022, therefore we need to know what you will want out of our team now so we can figure out how to help you....."
...pretty basic, but they only way to get "approval" for something is to pitch something specific.
That will do it to you pretty quickly.
Many reasons behind this one
...incentives!
"I've been told by my manager that I need a big win to get a promotion, so it is very important that we figure out what that big win will be so that I can tell them..."
...sometimes something has been sitting on a "to do" list for so long, that people "finally get around to it" and take it on face value.
not premature convergence exactly, but they are prematurely converging on an idea that may no longer be relative.
planning inventories
...it goes without saying, but anything to just grinds people's willpower down will have an impact
an onerous annual planning process, for example, will leave people just wanting to make it stop
• • •
Missing some Tweet in this thread? You can try to
force a refresh
we often experience situations where we are faced with overlapping problems
it looks a little like this ... 1/n
...except, often no one really takes the time to define the problem(s). Instead they brainstorm a bunch of ideas predicated on implicit perceptions of the problem(s)
the danger here, of course is that... 2/n
...if you bring three people together they might each see different things
One person sees one problem
One person sees two slightly overlapping problems
One person sees a parent problem with three child problems 3/n
Funny thing is that I both agree some people are really good at certain things
AND I also believe that certain environments are conducive to elevating everyone such that one person being really good at something doesn’t mean much (though it is helpful)
1) PMs and designers focus on the "next thing" 2) Developers work on the "current project"
What's wrong with this?
Outcomes suffer, even if it feels more efficient.
Why ...?
2/n While seemingly more efficient -- it causes problems:
1) information loss 2) "resetting costs" during transfer of knowledge 2) distances developer from "the problem" 3) higher work in progress (WIP), less flow 4) split focus for PMs/designer
So...
3/n When thinking about starting together, teams get a little paralyzed because they somehow can't imagine all focusing on research/discovery
You have...
A: The status quo
B: How they imagine starting together
C: How it happens in practice
But there's one huge trap that I see teams fall into.
Start with the Why not the Way
Visualizing work is not the goal. ___ is the goal.
What do I mean?
1/n: Imagine if you emptied out all of your messy drawers just for fun. Well..
2/n: You would have succeeded in making a big mess and reminding yourself how messy you are, and how much you like collecting old subway cards, but you wouldn't have really achieved anything.
Now say you....
3/n: Started by committing to a powerful mission of making it easier to find things. You spend valuable time every day checking multiple drawers.
Or committing to a more public display of keepsakes and caring for your things better?