Perhaps you have found yourself in this situation.
Your team has been diligent in using a structured process to solve a vexing problem. Most everyone seems to be engaged. Quite a few ideas have been generated. The team has used a criteria matrix or other sorting tool to narrow the choices to the best solution. It seems clear what action is next. The group needs to decide how to implement the improvement.
There is an uneasiness in the air. You can sense it.
- You can see it in the way that Jennifer is tilting her head as the team’s proposal is summarized.
- Matt prefaces his comment with, “I guess I’m OK with this solution, since everyone else seems to be.”
- Susan wonders aloud if the crew will accept this new process design.
Suddenly, it doesn’t seem like all the team members are confident in the solution. You find yourself wondering, “Didn’t we stack hands on this solution already? Why didn’t I hear about these concerns earlier? What did I miss?”
At a time like this, it might be helpful to put on a hat. Or better yet, six hats.