Advocacy

In communication, the single largest difficulty for nearly everyone comes when a critical discussion transforms from the logical "give and take" that I described in my last newsletter into something less productive. Two familiar forms of this are Advocacy and Defensiveness. I will talk about Advocacy today.

Advocacy is the situation where, instead of coolly examining alte
atives, one or more participants begin advocating a single position to the exclusion of any other and are not open to modifying that position. To others in the discussion, it feels as if that participant has made up their mind and that the discussion has shifted from "mutually finding a best solution" to "defending a given idea as the best solution". This begins a polarization that is needed in the final decision making process, but is counterproductive before then. This is why it often "feels" that the discussion is over and it is time to decide before any one position is mutually acceptable. People will in fact say at this point that "I guess there is no sense in discussing this further; your mind appears to be made up".

The mindset of the advocate is based on years of conditioning that "the rewards accrue to the person that owns the best idea", like the smartest kid in school. It is very tempting to re-live the joy of being the one to have the best idea, because we have seen the individual rewarded for a good idea many more times than seeing a group rewarded for a GREAT idea. The job of collaboration is just that; producing GREAT ideas that are better than a single individual would produce and in less time. in other words, we are trained to advocate and be competitive rather than collaborative. In business, it is FAR better for the organization to be collaborative because we need the BEST ideas. So, the root of solving the advocacy issue is overcoming the conditioning that we have been immersed in since childhood.

The earlier you can spot advocacy in a conversation, the better, because you can deal with it before the advocate becomes so invested in a position that they can't change course without feeling weak or losing face (in their own mind). Here are two themes to employ in doing this: · Trust - Ask the group (not singling out the advocate) to trust all the members and the process. That is, explicitly request that, even though it seems that we have mentioned an idea that COULD work, we trust that the people in the group and the process of inquiry COULD result in a better idea than any we currently have with little effort. Ask the group to stay open to being influenced and to try to be productive in creating and questioning all the ideas. If an advocacy begins to develop, ask the advocate to mention the downside of the position. This will help to keep their thinking fluid. · Purpose - Ask the group to recall the purpose of the discussion; that is, to to create a great idea that has been thoroughly vetted through inquiry. This means we need all members to participate in the inquiry until we have found the idea with the best ratio of positive to negative points. Remind them that the purpose is NOT to "single-handedly" develop the great idea, but to contribute to its creation.

If you arrive at a point where one or more members feel that "their mind is made up", it is a good time to ask all involved for any downside risks associated the position and discuss if their manageability. If the downside risk is not manageable, the group needs to do more work or get some new perspectives.