An Argument for Collaborative Problem Solving

The majority of American companies use strategic planning to decide on strategies for increasing profits. Teams of people are created and team members (who don't necessarily know each other) get together to draw up objectives and decide what strategies to employ to accomplish them.

According to the authors of Working with Americans: How to Build Profitable Business Relationships, Americans take seriously the role of making decisions, because the ability to make decisions is seen as a positive trait related to being self-reliant and independent. As these qualities are highly valued and respected, so it follows that planning is a vital part of any company.

The authors, Allyson Stewart-Allen and Lanie Denslow, claim that these decision making teams tend to function in favor of the strongest voice, and those who don't follow the lead are alienated. The analogy is made that these planning teams are much like sports teams who elect popular leaders who persuade others to believe their ideas. These team leaders are good at convincing others to support them and do a good job of motivating others on the team to take action.

When this style of planning and decision making is implemented, there is little room for real teamwork. Real teamwork puts aside egos and personal agendas in favor of the best approach. Team members approach decision making by first bringing up current problems. Once these are listed, members begin to brainstorm on ways to solve the issues. Ideas are built upon by each member in true collaborative fashion. When the planning is finally complete, all members are proud of the decisions and naturally feel motivated to take action to accomplish the plans.

Collaborative problem-solving also allows different viewpoints to be heard. When people focus on a specific problem to solve, they become passionate because the problem is realistic and tangible. On the other hand, in typical strategic planning meetings, where the goal is focused more on creating profit, people who have different ideas are seen as unsupportive of the team and unpopular. There exists a peer pressure to follow the majority.

In collaborative problem-solving teams, this peer pressure is lifted and team members are free to voice all possible outcomes and alternatives. The team is fueled by creativity not by judgement, which makes for a thriving environment for great solutions. Naturally, great solutions also, in the end, lead to greater profits.