Case 2: The Devil’s Advocate
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The Devil’s Advocate
Matt, a veteran staffer, has assigned himself the “devil’s advocate” role in your work team.
He’s hardly a helpful devil’s advocate (someone who identifies and limits risks). When something new gets tried out and experiences the inevitable glitch, he’s the first to crow: “I told you it was a bad idea!”
He comes up with reasons why any initiative will fall flat on its face.
He tells everyone “I’ve been there and done that” and it failed. Failed miserably!
If there are 50 reasons not to change, he knows them all.
Your work team (you are its leader) is in need of change but Matt is your “troll at the bridge of change”.
His own work is OK but he really excels at dampening any innovation or experimentation in your team and the library overall. He’d be laughable if he were not so effective at chilling staff creativity.
What’s bugging Matt? How will you get him to embrace change instead of fleeing from it? And, in spite of Matt, how will you get your team to change?
Matt, a veteran staffer, has assigned himself the “devil’s advocate” role in your work team.
He’s hardly a helpful devil’s advocate (someone who identifies and limits risks). When something new gets tried out and experiences the inevitable glitch, he’s the first to crow: “I told you it was a bad idea!”
He comes up with reasons why any initiative will fall flat on its face.
He tells everyone “I’ve been there and done that” and it failed. Failed miserably!
If there are 50 reasons not to change, he knows them all.
Your work team (you are its leader) is in need of change but Matt is your “troll at the bridge of change”.
His own work is OK but he really excels at dampening any innovation or experimentation in your team and the library overall. He’d be laughable if he were not so effective at chilling staff creativity.
What’s bugging Matt? How will you get him to embrace change instead of fleeing from it? And, in spite of Matt, how will you get your team to change?
John Lubans - portrait by WSJ