There is an old adage that states. “Two heads are better than one.” Many companies have had great success in putting that saying into practice and rely on the power of the group to solve tough problems. This team oriented approach has several advantages over individual problem solvers, such as diversity of backgrounds, different functional roles within the company and different perspectives and biases. It is in exploiting these differences where companies run into trouble. Team dynamics, interpersonal relationships, and personalities can get in the way of truly effective team oriented problem solving. This paper will explore the psychology of these obstacles and highlight ways to overcome them, from pre-selection and prescreening of team participants to tips on how to handle negative interactions during the problem solving event, and tips for overcoming resistance to change and new ideas.
Paul A. Johnson, Ph.D.
Dr. Johnson is currently COO of Value Innovation, LLC, as a group and individual training facilitator. Dr. Johnson has been developing top executive/professional talent in a variety of corporations, for nearly 40 years. He earned a Ph.D. in Psychology and Education from University of Michigan and is a licensed psychologist in Michigan. His background provides the clients with a rather unique social and psychological perspective on creative and practical problem solving. His experience as a skilled change agent allows him to identify and optimize group dynamics, maximize team efficiency (value-creation), and identify potential pitfalls in organizational acceptance and implementation of new and creative solutions.