Creativity: Give Them Something to Argue About

Counterdependence: The act of overcompensating as a result of feeling very dependent and subconsciously moving in the opposing direction.

Think "teenagers".

Once teenagers figure out the rules, they begin to look for creative ways to break them as a way to assert their independence. Adults do the same thing. You can choose to funnel that dynamic into productive counterdependence.

Here are some proven (that means I did it at least once) ways:

1. Implementing Changes.

The warm-and-fuzzy school of thought says to get people involved at the outset of a change to help create it. Well, that might work if they known what to do and how to do it.

a. If they don't know either, then they require direction. When people know the over-arching purpose of the change, they'll be able to help refine it.

b. If they know what but not how, they need educational direction.

c. If they know how but don't want to do the what, they need a darned good reason. Perhaps even an offer they can't refuse. Then, listen for the responses to get an accurate readiness diagnostic that you won't have to pay for.

2. Brainstorming Past The Glazed-Over Eyeballs.

People who are highly expressive and verbal often enjoy brainstorming. That's who the "storming" part was meant to accommodate.

But what about the deep thinkers who want to reflect thoughtfully  before participating?

They need something upon which to reflect, then react. They need content. Give them some. Instead of expecting your engineers and accountants to view your blank flip chart page as a Monet canvas, put some of your ideas up there first. Don't worry about how lame they are. (Your ideas, not the engineers). Just get something up there for people to "bounce off of."

Think of yourself and your content as  "trampolines for engagement." (Did I just say that?)

3. Overcoming Senior-itis.

I frequently hear this from managers:

"I don't want to tell anybody what I think of Project X until after they've discussed it in the meeting. Then I'll give my opinion. Otherwise, they may be intimidated and try to please me." The thinking is this: The most senior person in the room should wait until last to speak.

That may be true if:

a. You have a pant-load of wimps working for you, in which case it won't make any difference.

b. These people used to offer up a stream of ideas until they figured out that you always wait until the last minute to unveil your brilliance and tell them how wrong they all are. Gotcha!

c. You somehow believe that the accurate definition of "leadership" is "I'll go last."

I actually do understand how strong managers arrive at the "I'll go last" methodology and most of those with whom I've worked believe they are doing a good thing. They aren't.

At the beginning of the meeting the manager needs to say something like:

"Here's my thinking on this right now, and why. I don't have all the answers or the nuance. Let's talk about how to look at Project X in it's totality and see what we come up with." Then sit down, listen, and stick to clarifying questions.

Why go first? Because everyone in the room will hold back to some extent until the senior person puts a stake in the ground. Pound the stake, tell them you are more than willing to move it, and get out of the way.

Note: If you aren't willing to budge, say so and have a "best way to implement" discussion. Don't do a "faux" participative activity. You can get away with it once or twice but it will ultimately wreck your credibility and the group's participation.

That's what I'm thinking about this today. How about you?

Bonus: For an interesting, real-life example of how the entire population of a city used creative counterdependency, re-visit Wally Bock's When People Construct Windows You Can Walk Through.

Comments

[Gwyn Teatro]

Great post, Steve
With respect to implementing changes, I learned many years ago from someone wise that in order for change to happen, 3 things must be present. The first is focus...knowing *what* is to be changed and concentrating on that. The second is capability...Knowing *how* to do it when you know what it is. The third is *will*...making a commitment to the change because you see the merit in it. If any one of these elements is missing a contemplated change has little or no chance of success. And this supports exactly what you are saying.

I really like your no nonsense approach. It is clear and immediately useful. Thanks!