“You described the situation with your team like a rubber band. Your team is stretched, trying to deal with the problem,” I said, “what do you think the problem is?”
“The problem is that we are behind schedule,” Deana stated flatly.
“What if I told you the problem with the team has nothing to do with the schedule?” I proposed.
“What do you mean? That’s the problem, the ops manager is manipulating the schedule so it looks like we are on-time when we are behind.”
“So, you are on the side of the project manager?”
“Yes. I mean, outside the meeting, without the ops manager, everyone on the team talked about it, and the truth is, the ops manager is manipulating the schedule,” Deana insisted.
“Well, yeah, I wanted to check with other team members, get my facts straight and that’s what everybody thinks. When the project manager brought it up in the meeting, that is exactly the way he said it. He told the ops manager straight to his face, ‘Everyone in here thinks you manipulated the schedule.’ I don’t think he would say that unless it was the truth.”
“There’s that truth word again,” I smiled.
This is the story of a team in the classic struggle of BAMs. BAMs is the mental state of any group that drives its behavior. BAMs is in one of two states, work or non-work.
- Work Mode vs. Non-Work Mode
- Rational vs. Irrational
- Scientific vs. Unscientific
- Cooperative vs. Collusive
- Controlled vs. Uncontrolled
- Conscious vs. Unconscious
Deana’s team has a problem. In a classic move of non-work, the team mis-identifies the problem. The team does not have to deal with the real problem if it can create the appearance of working a different problem. The problem you solve is the problem you name. The team named the wrong problem.
I woke up this morning in a cold sweat. This is not the story of a team (your team). This is the story of a nation. This is the story of a nation in BAMs. Has the nation named the wrong problem?