People Respond to Problems in Two Basic Ways
“Any time you have an opportunity to make a difference in this world and you don’t, then you are wasting your time on Earth.”
– Roberto Clemente
When faced with challenging problems in their teams, organizations, and communities, people respond in a variety of ways. At one end of the spectrum sit those people who shrink back and say, in essence: “Yes, it’s a big problem, but there’s nothing I can do. It’s not my job. I’m not responsible. I’m not in charge. I can’t make a difference.” People in this group often complain about problems, pontificating ad nauseam about what ought to be done, but they rarely stand up, get involved, or do something constructive to address them.
Mental toughness—sometimes referred to as grit, gumption, or resilience—is key to effective leadership and adaptive learning. Why? Because whether you’re engaging thorny issues others fear to face, making important but undiscussable issues productively discussable, resolving heated conflicts, or striving to build more effective working relationships with people who aren’t making it easy, confronting the status quo in the service of meaningful progress is always hard work.
Some organizations consistently achieve technical excellence; many more do not. Why? With technology advancing at an ever-accelerating rate – and as the cost of getting it wrong makes it ever more important to get it right – this is a critical question for any technology-based organization. And while there are many contributing factors, there’s one pivotal aspect of technical excellence that doesn’t get the attention it deserves.
You’ve Got A Team Full Of People As Smart As Crick And Watson. So Why Does It Perform Like Dumb and Dumber?
“One man alone can be pretty dumb sometimes, but for real bona fide stupidity, there ain’t nothin’ can beat teamwork.” – Edward Abbey
While sitting in his boardroom a frustrated executive blurted out to me, “Some of the brightest people in our industry sit around this table. But you’d never know it from our performance. It’s embarrassing. What the hell is wrong with my team?”
He was wondering, in essence, “Why do I have a dumb team full of smart people?”
What is Conversational Capacity?
Conversational capacity is the ability to converse in an open-minded, even-handed, evidence-based, and learning-focused way under pressure. It requires those who are participating in a discussion to balance their candor with curiosity, and their courage with humility. It’s a foundational competence. A team with high conversational capacity can address their most pressing challenges in a healthy, productive way. A team with low conversational capacity will derail over a minor difference of opinion. Conversational capacity isn’t just another aspect of teamwork—it defines it. A team that cannot talk about its most pressing issues isn’t really a team at all. It’s just a group of people that can’t work together effectively when it counts.
Conversational capacity refers to the ability – of an individual or a team – to have open, balanced, learning-focused dialogue about tough issues and in challenging circumstances. It’s a vital competence, but this capacity is hard to maintain. All too often we behave in habitual ways that diminish it, with unfortunate consequences for our success and productivity – both individually and as a team.
Conversational capacity refers to the ability – of an individual or a team – to have open, balanced, learning-focused dialogue about tough issues and in challenging circumstances. A vital competence, it’s crucial that we understand how we can build it.