by Peter A. Arthur-Smith, Leadership Solutions, Inc®
“Research on how innovation happens has revealed that small groups of people, not large networks of them, are often the best at incubating new ideas, which only later spread to the world at large. “ Christopher Mims, Wall Street Journal ‘Exchange section’ article, ‘When Wisdom of the Crowds…’ January, 2021
“There’s no expedient that man will not go to evade the labor of thinking,” espoused Sir Joshua Reynolds, 18th-century English painter and philosopher. We seem to have stuck to that view ever since. However, that’s not this writer’s experience when facilitating leadership forums. It became increasingly apparent to him that when the right circumstances were fashioned, there was every reason to expect that some sort of creative breakthrough would transpire.
Why is there such a discrepancy between our common belief and this writer’s experience, even though he concedes there maybe some justification for the common viewpoint? One possible explanation is derived from his experience as a young parent. Have you been exposed to 2-4 year olds constantly asking questions about this and that? After a while some work-weary parents are inclined to shut it down. From there young people’s curiosity tends to wane; reinforced by those teenage years when they also don’t want to hear from their parents either.
Why does this apparent discrepancy seem plausible? Because, when this writer has forged the right meeting environment, it’s like a “curiosity-switch” is turned on and participants start flowing with all sorts of ideas and questions. Maybe those behaviors are dormant waiting to be let out of a cage? Have you noticed what happens when a meeting finishes with a great speaker? People flock to ask that speaker questions – perhaps their genie is let out of the bottle? What is it that turns their curiosity and idea processes on? As a meeting facilitator, it appears to come down to three things: security, germane-topic and “two-way” communication.
Let’s consider them in turn:
» Security – With the right group leader or facilitator participants develop a feeling of safety. They feel they can open-up without being castigated, shouted-down or suppressed by others or “parents.” There’s also the likelihood of a comfort factor that they’re not alone: they’re sharing a common experience with like-minded individuals. Once peers or colleagues start drawing similar conclusions, maybe you can join-in, too. Consequently, it’s important to declare upfront that any questions or ideas will be heard; even if they’re somewhat half-baked. Many half-baked ideas have eventually delivered great breakthroughs.
» Germane-Topic – It’s highly important that participants are engaged through a topic that is meaningful, important and beneficial to them and their colleagues. Too often people are summoned to “supposedly” germane sessions and find the subject matter is somewhat different than expected. An astute and experienced meeting facilitator will obviate this by asking participants to share and openly document their meeting expectations. This not only clarifies what will grab the attention of those in attendance, but it will also shine a light on the most crucial audience-items for discussion and review.
» “Two-way” Communication – Where there are “one-way” listening sessions, participants’ minds will start wandering after about 10-15 minutes; unless the meeting leader is exceptional. Participants are much more likely to remain engaged with “two-way” sessions, where they can compare thoughts and share their experiences with others sooner rather than later. The more provocative and lively the topic, the greater will be the stimulation, and then the ideas will start flowing…again; this is where the session framework allows for all pertinent ideas to be explored.
Now it becomes much clearer on how to set the stage for breakthroughs, since it’s possible for people to become creative and thought provoking given the right set of circumstances. The other key factor, as per our opening quote, is to limit the number of people involved in any breakthrough team or session. Again, from many years of experience, this writer has found it should be no more than seven – which includes the team leader. You can utilize “pairs” to formulate and progress particular initiatives; however, it’s imperative that your number of seven personalities bring the diversity and synergy to spark breakthroughs.
Note that caveat of “diversity and synergy.” Team members should not be drawn from like-minded people. It’s a key requirement to have diverse personalities and opinion formers as part of your breakthrough team. Even then, you also should be sparing about introducing too many wayward participants, since they may be more disruptive than constructive.
With all these constructs now in place, you can further understand the wisdom of our opening quote. If you’re seeking a breakthrough: assemble the right size of diverse characters, give them a safe environment, ensure the issue is germane and challenging enough, and give them the maximum opportunity to interact. Start them off by formulating a compelling purpose and appropriately demanding timeline; then the chances are they will make some real progress. You will then be better positioned to find a breakthrough and irresistible pathway.
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