John Predmore
Trusted Information Resource
I found this article very insightful. I hope you agree the lesson about different mindsets is intriguing,
and in dire circumstances, the more effective attitude may be contrary to the collective mentality.
What Climbing Expeditions Tell Us About Teamwork | Quality Digest
This article reminds me of my own story. A previous employer sent me to leadership school, years ago
The class was given the assignment to pack supplies for a lunar landing excursion.
We worked from a list of supplies, but limited by volume and weight constraints. The challenge was to pick the best items.
There was a "right" answer to the exercise, determined by NASA experts after many rounds of simulation.
Each individual completed his own list separately, then members formed small groups to agree on a common list.
The purpose of the exercise was to show how teams produce better decisions than every man for himself.
The group "score" was compared to the score of the six team members' individual scores.
In my case, the group score was noticeably lower than my individual score. The facilitator said he had never seen this happen before, in 10 years.
He asked why, if one member had the "better" answer, why the team failed to recognize the better answers.
I still remember being put on the spot, and my answer in front of that class.
"I knew my answers were better, and I tried to make my argument., but no one wanted to listen to thoughtful reasoning."
Instead, the group relied on polling, rank-scoring, or other group-facilitation methods for the sake of getting the task finished.
In the process. the group arrived at what was demonstrably in this case, an inferior, dangerous, outcome.
and in dire circumstances, the more effective attitude may be contrary to the collective mentality.
What Climbing Expeditions Tell Us About Teamwork | Quality Digest
This article reminds me of my own story. A previous employer sent me to leadership school, years ago
The class was given the assignment to pack supplies for a lunar landing excursion.
We worked from a list of supplies, but limited by volume and weight constraints. The challenge was to pick the best items.
There was a "right" answer to the exercise, determined by NASA experts after many rounds of simulation.
Each individual completed his own list separately, then members formed small groups to agree on a common list.
The purpose of the exercise was to show how teams produce better decisions than every man for himself.
The group "score" was compared to the score of the six team members' individual scores.
In my case, the group score was noticeably lower than my individual score. The facilitator said he had never seen this happen before, in 10 years.
He asked why, if one member had the "better" answer, why the team failed to recognize the better answers.
I still remember being put on the spot, and my answer in front of that class.
"I knew my answers were better, and I tried to make my argument., but no one wanted to listen to thoughtful reasoning."
Instead, the group relied on polling, rank-scoring, or other group-facilitation methods for the sake of getting the task finished.
In the process. the group arrived at what was demonstrably in this case, an inferior, dangerous, outcome.