James Shelley on his blog:
Put a group of people in a room. Give them a whiteboard, pens, and markers. Ask them to develop an idea.
Put the same group of people in another room. Give them pipe cleaners, Play-Doh, a stage, a guitar, and LEGO. Ask them to develop an idea.
How different will the ideas be that emerge from the two different rooms?
In other words: How do the tools we use determine what we come up with?… or whether we engage at all.
It’s a question worth asking – in addition to location, time and venue.
Perhaps our people fail to come up with new solutions or ideas because we always ask them for those novel ideas in the same meeting, in the same place, in the same manner, and using the same tools.
p.s. The tile of the post is not a typo 🙂
In one of the People and Business Management workshops that I facilitate we ask participants to outline how they would approach their first meeting as the manager of a multicultural team. I’m always pleasantly surprised by the imagination and inclusiveness of the responses.
This article in the Harvard Business Review provides useful guidance. Here’s an excerpt:
- Study up on the variations that exist among cultures and how those differences play out in the workplace
- Create protocols and establish norms so that your colleagues understand how meetings will run
- Incentivize colleagues to step outside their cultural comfort zones by institutionalizing rewards around what you’re trying to motivate people to do
- Be hung up on how people from certain cultures are supposed to act—remember, people are capable of adapting and adjusting their cultural default
- Force a perfect dynamic in meetings—solicit colleagues’ opinions in other venues and encourage people to provide feedback in different ways
- Overlook the importance of team bonding—encourage colleagues to get to know each other outside of meetings so that cultural differences won’t seem as glaring
Here’s [sic] a few reasons why:
- They break your work day into small, incoherent pieces that disrupt your natural workflow
- They’re usually about words and abstract concepts, not real things (like a piece of code or some interface design)
- They usually convey an abysmally small amount of information per minute
- They often contain at least one moron that inevitably gets his turn to waste everyone’s time with nonsense
- They drift off-subject easier than a Chicago cab in heavy snow
- They frequently have agendas so vague nobody is really sure what they are about
- They require thorough preparation that people rarely do anyway – via Getting Real.
If you absolutely MUST have a meeting, follow these rules.
At the workplace, at home, at school,
the only stupid question is the question that is not asked,
the only stupid comment is the comment that is not made, and
the only stupid idea or suggestion is the one that is not shared.
So, go ahead, by all means… be stupid!
during which participants will likely be multitasking on their blackberries and iphones… NYTimes.com.