Presenting New Ideas

I work with people who are hesitant to challenge ideas. I've been trying a new method and would love to read your thoughts.

I have had my current role now for four months and have 5 directs who used to be my peers. While I worked in the department, our boss was a soft spoken man who rarely presented any change or new ideas. He did a good job of keeping the ship afloat, but the department saw very little progress. In that time I noticed that when he did present a new idea or change, my peers offered very little input of any kind. There wasn't much water-cooler bashing either, the behaviors suggested apathy to me. Ironically, most of the same people have strong personalities and are assertive and thoughtful at their jobs.

I have progressed through my 90 day transition phase and am now beginning to introduce some changes to the department. I'm getting a lot of nodding and passive agreement when I present my plans, but am looking for people to challenge my ideas and offer insight.

My solution has been to spend approximately five minutes describing the plan, and then open up the floor by asking my directs to tell me everything that's wrong with the idea and how it can be improved, or scrapped. I discourage any positive comments during that time.

After approximately five minutes of challenges, if the plan has survived, I'll then ask the group to tell me what the benefits of the change will be and what we can do to make sure that it has the maximum positive effect.

In the first meeting that I tried the above method, the comments were few, but improved from the past. I've also been using it in one on ones where I've had better results.

My reasoning is this: 1. When my plans are challenged, they will improve. If they can't withstand the challenges, then they should not go forward. 2. Involving my directs in the decision making process will increase their buy-in. An onlooker can easily criticize, but if she has been given the opporunity to make improvements she will be more likely to actively embrace the change.

Quick example: Our growing department has traditonally consisted of a manager, four supervisors and six front-line staff, all of whom report directly to the manager. The number of front-line staff has more than tripled and the old structure is no longer effective (if it ever was). I am introducing a more structured hierarchy that will be personified by supervisor to front-line one on ones.

I want the supervisors to feel like the architects of this design and want their input into many aspects of its implementation.

So I'll ask you this:
Tell me everything that's wrong with my challenge method and how it can be improved, or scrapped.

Thanks!