The skeptic: “I’m concerned about the issue, and I think we need to revisit X and Y. Perhaps we want to try Z instead? Or maybe there is a way we can tweak Y to work?”
The cynic: “We did not discuss the issue enough. X and Y are both wrong. We’re not approaching this in the right way.”
Notice how both people disagree, but the skeptic is pushing the search for a solution while the cynic is simply focused on what is wrong.
Rather than try to fix problems, they obsess over what is broken.
In a creative environment that moves a mile a minute, everyone should act with a bias towards resolution. This means discussing the problem with the intention of solving it rather than embellishing it. As a leader of a creative team, you should expect possible solutions from everyone, even those that are pessimistic. The possible solutions don’t need to be the right solutions, and they don’t need to be fully constructed.
The process of discussing a problem in the language of resolution can help a team maintain enough energy to debate the options. Like throwing spaghetti on a wall, the more solutions proposed, the more likely one sticks. If you’re the team skeptic, you can rest assured knowing that debating the merits of various solutions will shed more light on the problem.
Many leaders insist that adversity only serves to strengthen a team. Problems help us better understand our product and further refine the way we work. Unfortunately, problems also bring out the worst in people. Tempers, insecurities, and fears are most likely to flare up during conflict. Nevertheless, the best teams are able to weather the storm by keeping their eyes on the prize – the prospect of resolution.
