Anyone who has ever sat on a nonprofit Board is familiar with the old joke about the camel…it’s a horse made by a committee. Decision-making in groups is often fraught with difficulties resulting from politics, personalities and differing communication styles.
Tom Seeley, a bee scientist, has uncovered the main key to how the hive makes good decisions: ENTHUSIASM! His article in Smithsonian Magazine explains the behavior of female “scout bees” seeking out new sites when a wild hive has grown to the point where it needs to move.
“A scout coming back from an ideal cavity will dance with passion…An enthusiastic scout will inspire more bees to go check out her site. ” The dance continues until a tipping point of bees has been swayed in a particular direction. Unanimity is not required, nor even a majority. Simply a “buzz” great enough to gain attention…sounds like the arts!
The second principle in smart decisions for collectives revealed by bees is flexibility.
Read more: http://www.smithsonianmag.com/science-nature/The-Secret-Life-of-Bees.html#ixzz1ovdQNEmG
Pictured: Choreographer Annie Sailer and Dancers
Annie will lead a Business Agility Workshop presented by Arts Interstices at The Grove in New Haven, CT November 14, 2013
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My reading of the article suggests that “the main key to how the hive makes good decisions” is much more than just “enthusiasm”. A positive decision requires an enthusiastic report that the proposed home meets some very well established criteria — criteria that the author has determined really are important to nourishment and survival of the hive.
I’ve spent too much time on nonprofit boards, watching either the board, one of its subcommittees, or a significant group moving from one to another popular project of the month. Too often these enthusiastic and energetic responses divert groups from their mission, and result in poor program, confused contributors, and significant failure.
What’s needed in these groups, I believe, is an enthusiastic affirmation that the proposal will move forward the organizations mission, come closer to achieving the organization’s vision, and can realistically be accomplished with the organization’s resources.
But wait. Is this too conservative a statement? Must a proposal be “realistic” to be accepted? Can organizations go out on a limb, begin some projects on faith, trust that some important pieces will fall into place — even though no obvious place seems visible at first? Here, I believe, is where creative visionary action is required, and where great leaders can turn visionary action into constructive enterprise.
I don’t know what role leadership plays in a bee hive. But I wouldn’t be surprised to find that in their kingdoms, as in ours, visionary leadership is central to creative growth and change.
Arthur, I am so happy and grateful you took time to flesh out some of the important nuances here.
There needs to be invented a new phrase so let’s do it now: competent enthusiasm. By that let’s mean energetic assertion or conviction of one idea or plan over another because it fits certain commonly understood criteria for success or fitness with a community and its goals.
Sometimes on a Board enthusiasm becomes the social “territory” of one or two usually lower ranking members. I believe this is a human self-regulator for lessening conflict.
More enthusiasm in a group can generally mean more conflict. However, this can be channeled through art or sport, as in the bees’ dance, or through such structured communications as we are afforded in scrum and other Agile games. Then the emphasis is placed on the end user so his/her ultimate purpose can inform the team’s work. Then leadership can come not just from the top but from anyone (ideally, everyone!) involved.
I agree that watching enthusiasm dance around reflexively or for its own sake in groups is tiresome. Value is added when the mission is honored and the product owner – the one whose job it actually is to hold the vision – can keep requirements alive in a team’s mind.
Again, THANK YOU!