Caution, human speed-breaker ahead!
ABILASH dreaded the meeting with his fellow teammate. He's definitely not going to approve of the project easily, he thought. The teammate was a fastidious guy who despised anything new, innovative or original that did not conform to the status quo. He always had second thoughts, third thoughts and fourth ones on all matters. He was rather like one of those speed- breakers on the road, forcing others to slow down. Although his `go-slow' attitude had helped the company avoid many reckless and impulsive mistakes, there were also times when the team felt demoralised by all his dilly-dallying. People simply gave up enthusiasm and interest.
At one time or the other most of us would have come across such human speed-breakers. Come to think of it, speed-breakers are not all bad. They point out negative or problematic aspectsof a plan, process or change and ensure that rash decisions are not made in a flurry of enthusiasm or emotion. But they can also actually slow down changes or actionsthat have to be taken by organisations and affect group morale and enthusiasm in a negative manner.
If the `speed-breaker' is a capable and knowledgeable employee, the organisation can make use of his uncanny knack of finding flaws to analyse the pros and cons of new plans, decisions and actions. When you put him to work on a problem or a situation, clearly define the limits, the scope and the goals of problem solving. Then have the `speed-breaker' do a critical study of a projected course of action. You may get an interesting analysis of ifs, buts and all that could happen between the cup and the lips. Give due consideration to his arguments before you brush them off as mere negativity. At the same time, when it is clear that there are no really good reasons for his/her cautions or objections, except perhaps a vague discomfort or antagonism, it is important to put your foot down and refuse to be cowed into acceptance.
It is important that the speed-breaker is not permitted to take pot shots at the ideas of other people. Never allow him to criticise the ideas of others unless he can suggest a better one. If this rule is followed, even the most ardent `speed-breaker' will think twice before criticising, knowing that he would be asked for his own recommendation if he does so. Else, you could try and give him a taste of his own medicine. If, for example, the guy is driving you up the wall, reeling out all the things that could go wrong if a certain course of action is followed, get your own by informing him of all the terrible things that would happen if the course of action were not followed!
There would be situations when the speed-breaker turns into a persistent and constant obstacle. When this occurs, direct intervention may be required. Share your problems with the boss, if required. Talk to the speed- breaker in private. It is possible that the guy was quite unaware of the fallout of his outlook and approach to situations. In such cases it is important to let him know as diplomatically as possible that his attitude is causing resentment and frustration amongst team-members and peers.
It is definitely not easy to transform the attitude of a speed-breaker in the space of a night and change him into an enthusiastic harbinger of change and innovation. No Sir, he's bound to have second thoughts on that one! However, you can channel his abilities into useful action and utilise him to reflect on decisions and actions before you race right ahead and plunge down the edge of a cliff.
BM
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