Problem Solving: Is a Team Really Better Than an Individual?
Is the Whole Really Greater Than the Sum of the Parts?
When solving problems, one challenge facing executives frequently is their belief that “I can do it better on my own.” A sense of urgency (or impatience) often drives executives to under-utilize those around them when needing to make decisions that impact the business. In addition, it is common for those in management positions to show reluctance to delegate work. This not only keeps their workloads excessively full, but it also prevents their direct reports from being able to develop their own capabilities.
Can one person solve problems more effectively than a group? A recent University of Pennsylvania study of 743 adults (cited in the March 2015 issue of Monitor on Psychology) sheds light on this issue. The researchers wanted to understand whether individuals or teams were more effective at predicting 199 world events of interest to the US intelligence community. Participants were assigned to work either on their own or in small teams. The findings showed that the teams were approximately 10% more accurate in their predictions than were individuals working alone.
You may wonder if 10% is a big enough difference to gather a team together, as opposed to an individual solving a problem alone. Well, the answer is not always, but sometimes. In fact, when solving routine problems that are incremental in nature and have little or no impact on the business, it is probably just as efficient to “do it yourself.” There is very little value added by assembling a team for such lower-level simple problems. Gathering a team for such problems may waste the time of team members and take too long to get out routine information.
However, when problems are unique and novel, complex, cognitively challenging and have a larger impact on the business, the research is clear—gather a team to help you solve it! There is nothing heroic about doing it yourself when, in fact, a team solution could be more effective, accurate and impactful. Keep these three guidelines in mind when deciding whether or not to assemble a team:
- Why am I solving this problem alone? Is it the most effective and efficient approach, or is it because of my impatience or the attachment of my ego to the outcome?
- Is the problem familiar, routine, simple and incremental, or is it unfamiliar, complicated, cognitively complex and one that may have great impact on the business?
- Is the problem one that could be a development opportunity for individuals on my team?
The answers to these questions will help you determine if that extra 10%, or the opportunity to help others develop, justifies involving others in the problem-solving process. Remember, be intentional about your leadership!
