When Brainstorming Backfires

When Brainstorming Backfires

When you initiate an exploratory conversation, make sure teammates understand that the conversation is for gathering information, not decision making. 

Insight: When leaders ask for input to make a decision, but don’t clarify how the decision will be made, they may create unexpected issues and upset.

John, a merchandiser at a clothing manufacturer, was choosing order quantities for this season’s line. He met with Deborah, a marketing team lead, to get her input. 

Deborah: "Pink is showing up everywhere. Look at Europe, look at Hollywood, pink is in. It’s hot." 

John: "I hadn’t realized pink had become so popular. Thanks for letting me know."

John left the meeting and consulted with other merchants and the stores. He ultimately decided to focus this season’s quantities on tans and browns. 

When the new line arrived in the stores, Deborah was furious. She couldn’t believe that John had gone back on his decision. John, on the other hand, felt that he had just asked her opinion and hadn’t made any commitments.

This type of misunderstanding is quite common. Often, people leave exploratory conversations with the belief that a decision has been made, even if the conversation was intended just to gather ideas and input. The result is confusion, upset, and loss of trust—undermining people’s desire to collaborate in the future. 

Key Action: When you initiate an exploratory conversation, make sure people understand that the conversation is for gathering information, not decision making. 

In the beginning of an exploratory conversation, let people know: 

• The intention is to brainstorm and collect input, not to make decisions. 

• What specifically is being explored and what has already been decided. 

• Who is going to make the decisions in the future, and when will those decisions be made. 

At the end of the conversation: 

• Thank teammates for their contribution. 

• Remind them that it was an exploratory conversation and that no decisions were made. 

• Explain the next steps and the decision making process. 

• Explain their future involvement in the decision (if any). 

Although it takes just a few sentences to share this context at the beginning and end of exploratory conversations, these few moments are essential to avoid issues and upset. 

When you are rigorous in clarifying the purpose of the conversation, getting people’s input will cause them to feel included in the decision making process and increase their desire to collaborate in the future.