THE LIFO® METHOD AND TEAMS WORKING TOGETHER ON THE INTERNET

Allan Katcher, Ph.D.*

The advent of the internet makes it possible for groups to interact in problem-solving modes without direct presence. By logging on, team members can work together or separately on a common task. When working simultaneously via chat software, save for the restrictions of lack of awareness of visual cues (and this, too, can be eliminated by video conferencing techniques) the effect is that of a normal group discussion.

There are advantages and disadvantages of this technology.

Advantages

The internet makes it possible to have meetings like this and frequently. Before this, a team that was widely dispersed geographically, communicating via telephone, would have faced difficulties in scheduling, conducting and coordinating meetings.
Internet discussions have the advantage of retaining what everyone has "said" so that all of the input material can be saved for summaries and later review.
Ordinarily no one can pay equal attention to all that’s being and done. Since everyone can have complete access to all statements and review them at a later date, this difficulty is alleviated.
Discussion is a more orderly event, without interruptions.
There is more freedom to participate since some of the ordinary psychological restrictions of visual cues are removed.
Side conversations can take place without total involvement or consuming the group time.
By writing comments relevance is more apparent. People may think first before replying. A rapid transmission of information is possible, along with speedier Decisions.

Disadvantages

Spontaneity is curbed - immediacy of response is modified or halted.
Even with video camera, there is a loss of visual cues that exist in the real life group discussions.
The human contact encourages more identification and builds commitment more rapidly - also encourages understanding and may moderate extreme views.
Frustrations can occur when immediate reactions are ignored as others make their own personal statements (this can happen in a regular discussion but can be controlled more readily by a good process leader - if protocols are established prior to internet discussion, a similar control can be achieved).
Members have to learn how to use appropriate software, develop new group interaction techniques and disciplined ways of reviewing and processing information.

Possible LIFO® Contribution

The LIFO® Method can be a major aid to overcoming some of the disadvantages by establishing expectations of how the workgroup process can affect each individual's style and vice versa. It can also offer clues to small changes in the process that make it more meaningful to the group as a whole.

By completing the LIFE ORIENTATION SURVEY, understanding its meaning through a personal report, sharing such information with other team members, realizing the biases and values likely to be emphasized by different people, recognizing how to help each other manage excesses and defensive reactions, there should be a similar beneficial effort as when the LIFO Method is used in ordinary team-building. Periodically, The LIFO T Survey can also be used to check on feelings about the team and as a stimulus for ways to improve the problem-solving process. In addition, the Team Issues Survey can be used to stimulate discussion around real work issues. It would be a fascinating experiment to run a team-building session on the internet, prior to real work issues. However, in the interim, consider some typical E-Mail and internet discussion behavior that might result from different LIFO® orientations.

Supporting-Giving

Reluctance to participate unless invited by others
Making many value oriented statements - often critical
Seeking guidance and direction
Allowing more forceful comments because of the anonymity that would not ordinarily exist under ordinary conditions.
Being more sensitive to criticism since everything is written and can be seen by all of the team members (and preserved!).
Offering too much content in a desire to help

Controlling-Taking

Becoming excited about the possibility of getting the team together on short notice and have everyone participate. The speed at which problems can be solved and information shared would greatly excite someone who emphasizes this style.
Becoming frustrated with the pace due to such constraints as: protocol, topic focus, failure to follow through on a discussion of immediate concerns - not being able to influence a group as quickly as would be the case in face-face situations.
Over participation with many comments and suggestions, without allowing others to respond or giving time for everyone to think about the issues.
Boredom if process takes too long - may opt to do other things and review material later.
Desires material with emphases, terseness, editorials rather than long discussions
Desires changes of pace - may feel that new opportunities may be lost because of the linear nature of the group process. They would like to be working on several things at once but can't because of the format.

Conserving-Holding

Prefers organized presentation and highly controlled flow of discussion - little rambling. The gratuitous comments and similes that punctuate a normal discussion group to add emphasis would take away from a CH natural interest in this way of working.
Likes to have information arrayed in tables or diagrams. Sometimes this is possible with a 'whiteboard' type of software but if the system is text only, the process may be more confusing for an advocate of this style.
Prefers logical structure - may be annoyed by lack of clear-cut directions. Setting limits on when general comments are appropriate and when creative brainstorming is needed would make it easier for the CH.
Wants discussions in length and time to study (either pre-E-mailed or time deferrals of decisions). Breaking the process up to have an information input session, followed later by a problem-solving portion would give the "CH" time to think.
Can enjoy the process of learning procedures, protocols etc.

Adapting-Dealing

Enjoys variety and playfulness that can be found in a normal on-line discussion where many of the status barriers are removed and people feel freer to participate. This would be exciting to someone who relies on this style since it gives the freedom to roam & explore new ideas.
Dislikes overly tight structure that could turn a meeting into a mechanical posting session without priorities.
May dislike lack of personal contact. This could be dealt with by using video conferencing which is almost as simple as a text only session. A 'whiteboard' system would also allow pictures and drawings to be used and provide opportunities for different kinds of expressions.
The exchange of personal information before meetings would be enjoyed. Having a pre-conference time for catching up on personal information before problem-solving begins would make it easy to re-connect with others and find out how things are going. They may back the idea of LIFO® Profile exchanges
Flexibility in formats, colors, variety of font usage would be responded to favorably
Playful remarks may be made
Attempts will be made to reduce tension - present differences in a good light.

In conclusion this new technology (like the use of flip charts and post-it notes) brings with it both opportunities and difficulties for each of the four styles likely to be present in any work team.

Team leaders and members using the new technology can be much more effective if they know how the technology will affect each participant. The LIFO® Method which provides a common language for more than 6 million managers and their staffs can be easily used to offer new insights and concrete suggestions for making the new technology more acceptable to all of the members of a team. The LIFO® Method also predicts the frustrations that each member would naturally experience with this technology and suggests simple changes that make it easier for everyone to contribute more to the total effort.

*I am grateful for the stimulating comments and time involved in reviewing this paper that was given so generously by Ken Finn of The Gemini Corporation.