Rocking the boat actually brings smoother sailing
You may be surprised, but I’ve often felt that consultants are overrated. What they give—a binder of good suggestions—doesn’t always justify the fee. But often consultants can provide something no insider can: a new perspective. A consultant’s success may have less to do with their product than their simple presence. This is because newcomers, studies show, shake up an organization’s harmony just enough to introduce a greater level of productivity.
Groups—such as those in your company, school, or nonprofit—naturally steer toward harmony. It may not always feel harmonious, but maintaining group harmony is a human tendency we all share. That is usually all well and good, but it can become a liability.
A recent issue of Scientific American Mind reports that researchers at Northwestern University found that newcomers do far more than introduce new ideas. They also foster more and better thinking from employees. This is especially true when the outsider agrees with some, but not all, existing group members.
Success happens because outsiders force insiders to use our brains more. We must analyze what we believe, articulate what we mean, and question what we assume. We can’t simply fall back on group dynamics, such as doing whatever the leader says. Can interaction with outsiders be seen as a threat to the group? Yes, but it also facilitates better decision-making.
What’s true of consultants and other outsiders applies to new hires as well. Research coauthored at Brigham Young University found that better decisions come from teams that include a “socially distinct newcomer. That’s psychology-speak for someone who is different enough to bump other team members out of their comfort zones.” Study coauthor Katie Liljenquist of BYU’s Marriott School of Management says “the mere presence of a newcomer who is socially distinct can really shake up the group dynamic. That leads to discomfort, but also to a better process that ultimately yields superior outcomes.”
Tips
• Remind your group that newcomers and outsiders are an asset. You may think this is obvious, but it isn’t. Liljenquist reminds us that most people believe harmonious groups are more effective than they really are. The first step toward success is getting group members to rethink this false assumption.
• An outsider can be an insider to your organization, but from a different department.
• Discuss this “shake-’em-up to produce new ideas” dynamic with a consultant before hiring; then use it to your advantage. Have the consultant prod and encourage dissent, where appropriate.
Remember, creating a homogenous group might be comforting to the group, but it will not make the best decisions about serving clients, customers, and students. Rocking the boat a bit will actually lead to smoother sailing.
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Newcomers and Outsiders Raise Performance
Rocking the boat actually brings smoother sailing
Groups—such as those in your company, school, or nonprofit—naturally steer toward harmony. It may not always feel harmonious, but maintaining group harmony is a human tendency we all share. That is usually all well and good, but it can become a liability.
A recent issue of Scientific American Mind reports that researchers at Northwestern University found that newcomers do far more than introduce new ideas. They also foster more and better thinking from employees. This is especially true when the outsider agrees with some, but not all, existing group members.
Success happens because outsiders force insiders to use our brains more. We must analyze what we believe, articulate what we mean, and question what we assume. We can’t simply fall back on group dynamics, such as doing whatever the leader says. Can interaction with outsiders be seen as a threat to the group? Yes, but it also facilitates better decision-making.
What’s true of consultants and other outsiders applies to new hires as well. Research coauthored at Brigham Young University found that better decisions come from teams that include a “socially distinct newcomer. That’s psychology-speak for someone who is different enough to bump other team members out of their comfort zones.” Study coauthor Katie Liljenquist of BYU’s Marriott School of Management says “the mere presence of a newcomer who is socially distinct can really shake up the group dynamic. That leads to discomfort, but also to a better process that ultimately yields superior outcomes.”
Tips
• Remind your group that newcomers and outsiders are an asset. You may think this is obvious, but it isn’t. Liljenquist reminds us that most people believe harmonious groups are more effective than they really are. The first step toward success is getting group members to rethink this false assumption.
• An outsider can be an insider to your organization, but from a different department.
• Discuss this “shake-’em-up to produce new ideas” dynamic with a consultant before hiring; then use it to your advantage. Have the consultant prod and encourage dissent, where appropriate.
Remember, creating a homogenous group might be comforting to the group, but it will not make the best decisions about serving clients, customers, and students. Rocking the boat a bit will actually lead to smoother sailing.