Manager’s Toolbox: Analogies for Collaborative Problem-Solving

Collaborative problem-solving (co-creating a solution with others) often gets a bad name because it can easily become dysfunctional. Collaborative decision-making processes can often be unproductive, time-consuming, and result in compromised solutions that reek of “groupthink.”

We at the Adizes Institute use two key analogies when explaining this approach.

The following is an excerpt from my book, “The Foundational Challenge,” (The Adizes Institute, 2024) where I explain these analogies in greater detail.

The first analogy is the military line. I am sure you have heard or perhaps seen someone say in a war movie, “Hold the line.” In the military, when the infantry approaches the enemy, it is very important that the soldiers advance together. If they do not, if someone runs ahead, they will likely be shot by their own side when the other soldiers open fire. Alternatively, if someone falls behind, when they open fire, they will likely shoot their fellow soldiers instead of the enemy. So, it is very important that every soldier “hold the line,” meaning advance toward the enemy together.

The same is true for team decision-making processes. We must hold the line. If team members are in a different place within this process, they will all be “shooting each other” or speaking past each other, thus creating a dysfunctional meeting environment. That is why the people leading a collaborative problem-solving process must understand the terrain that must be covered. They need to have a map. Armed with this map, they will be able to hold the line in collaborative problem-solving meetings so that the participants arrive at a common solution together.

The second analogy is dancing. When someone first learns to dance, they are given basic dance moves, and they practice those dance moves. Think of salsa dancing as an example. Some very basic moves are at the core of all salsa dances, like one foot forward, then one foot back, one foot forward, then one foot back (to oversimplify). Yet, the moment the music comes on, if you watch the good dancers, it is very hard to identify those basic salsa steps within their dance movements. Why is this? It is because they are adapting those basic moves to better fit the music. They are interpreting those dance moves within the context of the music. The same is true in collaborative problem-solving meetings.

“Holding the line” as the group crosses the terrain — to make sure everyone arrives at a common solution together — is the same as to the “dance moves” that we use when leading collaborative problem-solving meetings. The music, however, is the conflict that will inevitably come up between the meeting participants. As we “hear the music” (observe the conflict, for example) in the room, we may have to adjust how fast we allow the team to cross the terrain. We may need to direct the team to step back or jump forward, to move faster or slower, all of which is fine, if everyone moves together, as long as everyone “holds the line.”

It is important to note that what makes one dancer better than another, beyond physical ability and an understanding of the dance moves, is their ability to hear (or even feel) the music. The same is true when leading collaborative problem-solving teams. The more attuned you are to hearing the conflict, the better you will be at adjusting when to hold the line and how fast to let the group advance together toward a common solution.

Note that new dancers are often so consumed by the dance moves that they do not have enough energy or awareness available to stay focused on the music. The same can be said for people using this approach for the first time. They do not have enough energy or awareness available to stay focused on what is (and is not) being said. That is why it is important to have a good understanding of the basic moves. This is the terrain that must be covered (while holding the line) before trying to understand the music (which is the conflict).

In my book, “The Foundational Challenge,” I explain the map used by Dr. Ichak Adizes as well as the many other associates who work at his Institute. Once that map is provided, a model with which to dissect conflict so that it can be made constructive is explained. Armed with these two tools, you and your colleagues can “hold the line” while listening to the music, and “dancing” your way through conflict to collaborative problem-solving.