Tom Wujec performed some research on team building using a technique he titled the "marshmallow problem". The concept includes a team of people, dry spaghetti, a yard of tape, and a marshmallow. The goal is to see who could build the tallest structure in a limited time. The results showed that out of groups of Graduate students, CEO's, and several other professional talent pools the best designers were architects/engineers and kindergarteners.
The most interesting observations Tom noticed was how professionals quickly vied to establish a group structure, make a plan, then build their structure, and cross their fingers in hopes it would stand. It is not surprising that a table of "corporate leaders" would spend some time figuring out who was going to take charge of the task before making plans to build. The ingredients are simple. The task is simple. However, some of these groups complicated the process with an unrehearsed power struggle. Not surprisingly, most of the structures failed.
So, why are kindergarten aged children so successful at this? Architects and engineers I can understand, but how do elementary kids out perform masters of industry or graduate students? Tom concludes that none of the children spent any time jockeying for power, or as he put it "wanted to be CEO of Spaghetti Inc.". They see a task with its unique parameters and get to work. The planning phase is probably being conducted as the structure is being built, and new ideas are shared during the process from the successes and failures along the way. The time NOT wasted on establishing a pecking order could be spent on fixing problems in design on the fly. Therefore, in the same amount of time there is more productive energy being spent on finding a solution than time wasted on structure.
Donald Brown states "the purpose of process interventions is to help the work group become more aware of the way it operates and the way its members work with one another". Efficient operation of a team, in any environment, depends on the collective problem-solving skills and abilities of the team members. Focus on an objective is more important than the direction of the components. Grad students and CEO's missed the mark with their towers because they allowed too much energy to be shifted away from using the group dynamic to produce the best results. When you spend a lifetime leading from the front it is hard to lead from within, and this is why Kindergarteners succeeded where other failed.
What can we take away from the Marshmallow problem? We should examine how we use our power in regards to goal accomplishment. Are we getting in our own way to success? As leaders we need to learn to identify problems quickly and find solutions that are appropriate for the scope of the project. We also need to learn to think freely and work as a team and not independent of it because of our status as leaders. We need to be aware of the group behaviors and norms when working through problems, and figure out how to best work together.
Now that I have started my new job as the General Manager of a small retail outdoor living store we have a dozen Marshmallow Problems each day. I don't have all the answers, but I do have a fresh perspective on possible solutions. I also rely heavily on my team of sales and production members for their insight and ideas. I encourage their thoughts and welcome a collaborative effort. Tom Wujec's Marshmallow Problem reinforces my decisions to incorporate our small group to find practical and creative answers to the many hurdles we face on a daily basis.
The most interesting observations Tom noticed was how professionals quickly vied to establish a group structure, make a plan, then build their structure, and cross their fingers in hopes it would stand. It is not surprising that a table of "corporate leaders" would spend some time figuring out who was going to take charge of the task before making plans to build. The ingredients are simple. The task is simple. However, some of these groups complicated the process with an unrehearsed power struggle. Not surprisingly, most of the structures failed.
So, why are kindergarten aged children so successful at this? Architects and engineers I can understand, but how do elementary kids out perform masters of industry or graduate students? Tom concludes that none of the children spent any time jockeying for power, or as he put it "wanted to be CEO of Spaghetti Inc.". They see a task with its unique parameters and get to work. The planning phase is probably being conducted as the structure is being built, and new ideas are shared during the process from the successes and failures along the way. The time NOT wasted on establishing a pecking order could be spent on fixing problems in design on the fly. Therefore, in the same amount of time there is more productive energy being spent on finding a solution than time wasted on structure.
Donald Brown states "the purpose of process interventions is to help the work group become more aware of the way it operates and the way its members work with one another". Efficient operation of a team, in any environment, depends on the collective problem-solving skills and abilities of the team members. Focus on an objective is more important than the direction of the components. Grad students and CEO's missed the mark with their towers because they allowed too much energy to be shifted away from using the group dynamic to produce the best results. When you spend a lifetime leading from the front it is hard to lead from within, and this is why Kindergarteners succeeded where other failed.
What can we take away from the Marshmallow problem? We should examine how we use our power in regards to goal accomplishment. Are we getting in our own way to success? As leaders we need to learn to identify problems quickly and find solutions that are appropriate for the scope of the project. We also need to learn to think freely and work as a team and not independent of it because of our status as leaders. We need to be aware of the group behaviors and norms when working through problems, and figure out how to best work together.
Now that I have started my new job as the General Manager of a small retail outdoor living store we have a dozen Marshmallow Problems each day. I don't have all the answers, but I do have a fresh perspective on possible solutions. I also rely heavily on my team of sales and production members for their insight and ideas. I encourage their thoughts and welcome a collaborative effort. Tom Wujec's Marshmallow Problem reinforces my decisions to incorporate our small group to find practical and creative answers to the many hurdles we face on a daily basis.
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