Why Starting with a Proposal is Usually a Bad Idea

Laird’s Blog – Why Starting with a Proposal is Usually a Bad Idea

As a process consultant for cooperative groups one of the most common things I’m asked to address is why it’s such a slog to solve problems in plenary. While there are number of things that may be in play, I want to focus here on one particular culprit that’s a frequent contributor: expecting that topics come to plenary in the form of a proposal.

It’s not too hard to figure out why groups think this is a good idea. Plenary time is precious and you want to make the best use of it. If someone has identified a problem worthy of group attention, it’s likely to be more clearly defined and better thought through if the presenter is asked to come up with a suggested response. It’s not so much that the group expects the proposal to sail through whole-group scrutiny without modification, as that the plenary will be able to dispose of items more expeditiously if the group can respond to a draft solution rather than build an answer from scratch.

At least that’s the theory. The reality is that it often doesn’t work that way. Let’s suppose that a committee is bringing an issue to plenary (it might be an individual, but I think the more interesting dynamic is when a subgroup does this). Here are the main pitfalls when a committee introduces an issue to plenary accompanied by a proposed solution:

1. Skewing the Conversation
If you start with a proposed answer, you will have a different conversation than if you start with a presentation of the issue. The developers of the proposal will tend to defend their work, and it will be predictably awkward surfacing factors that non-committee members feel ought to be taken into account.

Worse, some members may be intimidated by a proposal into not naming concerns that they feel the proposal doesn’t address (or doesn’t address well enough), because the train has already left the station and they don’t want to irritate the committee members, or they may feel too much has been invested in the draft solution and they don’t want to be labeled a saboteur. That means the group’s best thinking is not being brought to bear. Yuck. Even though the group ostensibly supports a full airing of relevant views, starting with proposals unwittingly short circuits that goal.

2. Demoralizing Committees
If the presenter inadvertently misses some key factors (or weights them poorly) when crafting a solution, their work is susceptible to getting undressed in plenary, and that’s demoralizing (and perhaps embarrassing).

This is actually a double whammy in that you not only have discouraged the people who have invested in creating the solution for that issue, but, if this is a pattern, it undercuts interest in serving on committees at all—because people will cynically expect to have their work redone (or trashed) once it gets to plenary, and therefore they’ll be less inclined to make the attempt.

Note that it’s no good blaming the members not on the committee because they will be surfacing their concerns or objections at the earliest opportunity that’s been given to them.

While it may be true that the draft proposal helps the plenary identify the factors it wants to have addressed, is the time savings achieved (we;’re talking mere minutes here) worth the cost of discouraged committees? I don’t think so. An enervated committee leads to mediocre work with the consequence that more work collapses on the plenary—the very thing you were hoping to avoid by asking for proposals up front! [To be fair, sometimes committees get it right, and on those occasions having the proposal up front does save time, but it’s a helluva a gamble.]

3. Cart Before the Horse
If you think about it, it’s relatively silly to expect a few members of the group to either: a) anticipate accurately the sum of full group input about what needs to be taken into account when responding to an issue; or b) have no ego attachment to the work they put into developing a proposal. If the topic is appropriate to be handled at the plenary level, then why not start by hearing what the plenary thinks needs to be address (and the relative weight that should be given to the factors) before crafting solutions?

If the committee develops a proposal based on plenary-blessed factors, then they should be on solid footing when they come back to plenary and they’re much more likely to have their work honored.

Are Proposals Up Front Always a Bad Idea?
No. If someone comes up with an idea for how to enhance their life (or the group’s) that isn’t driven by a group problem, I feel better about starting with a proposal. While there’s still no guarantee that someone else in the group won’t have an unexpected concern, this will be less likely in the case of initiatives, or at least less likely to be difficult to resolve.

Let me give you an example:

Case A: Community gardens are being devastated by wild rabbits, and the Garden Team comes to the community with a proposal to let dogs off leash at night to scare off rabbits invading gardens at night. (One member of the Garden Team has an uncle living on a farm and that’s how they handle this problem, and it works with deer as well.) While this is a low-cost solution (hurray!), a number of members don’t like it because: a) dogs tend to pack and engage in bad behavior when running loose together; b) loose dogs may be a safety issue for children after dark; c) dogs tend to bark more when loose outdoors and it will keep people up at night; and d) increased deposits of dog shit on the pedestrian pathways.

If the community had discussed this issue before the Garden Team drafted a proposal, they would never have suggested letting the dogs run loose. Now they have to start over.

Case B: Member Jones wants to raise rabbits for meat and comes to the plenary with a proposal to set up rabbit hutches in their backyard. In general, the community is OK with this plan so long as the community is notified when butchering is going to happen (so that the squeamish can avoid the Jones abattoir on those days) and that there’s an understanding that the rabbits will have to go if they turn out to host any diseases that affect humans or other animals. Jones is OK with these conditions.
In addition, next door neighbor Smythe, is concerned that the rabbits may escape and devour her pride and joy lettuce patch, so she asks Jones to put a fence around his yard in addition to building the cages—just in case rabbits get loose.

While Jones doesn’t think a perimeter fence is necessary, Smythe is willing to pay for half the cost, and they agree to this solution.

In Case A it would have worked better if the Garden Team had simply brought the issue to the plenary and collected factors that need to be taken into account before drafting a solution. (They could have avoided going down the rabbit hole.) In Case B, starting with the proposal worked well, and no hares were split.

Category: Meetings

Tags: Group Process

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