In many ways the process of analyzing and evaluating an issue is agnostic to the end use. Whether it is a paper, opinion piece, article for a journal, or consulting project it matters not. After attempting to narrow the scope and building a preliminary outline, my next step is to embark on topic research. For me, part of the fun with a new assignment is uncovering all these new sources of information.
However, at some point the process monster will come from the depths to overwhelm the task of gathering information, acquiring knowledge, and developing perspective. As you travel down this information highway there will be enticing detours where you may find yourself saying, “this seem interesting” or “I wonder if there is a nugget of new information that I can use” or “this is a different take on the issue I am working on.” By the time pick your head up you are enveloped in mountains of information (metaphorically as I may download the data but resist the temptation to print out all the material). This condition is known as information overload or data paralysis. I blame this all on electronic access and search engines – but alas I am just kidding myself.
I am a self-admitted data junky. Worse, I am so captivated by all this new information that I want to “share” it with whomever. It is a good thing that Georgia, my dog, is such a good listener. When I want to explain what I have learned all I need to do is call her. We have developed a code word for these moments. When I say “Biscuit” she comes running and knows it is time to listen and learn – What a smart puppy.
What I have learned, at least for me, is that no process is linear, and its value lies in opening myself to detours. When you apply this principle to a team consulting project, whether it is in the early stages of scope definition or building out evidence in support of an argument, the value of this non-linear knowledge acquisition is like compound interest – it just multiplies.
In the worst case, the process monster will cause you to question your thesis and central idea. Don’t despair. There is a simple cure. All you must do is narrow your focus. Say goodbye to those piles of data, words, graphs, and flow charts. If you can, in no more than three sentences explain your central thesis and provide supporting evidence you know you have conquered the monster.
From the perspective of a consulting project, it is important to remember that what is paramount is translating the foundational knowledge acquired into a cogent argument that addresses the central question. While each member is proud of what they have learned along the way and believe it to be pivotal, the art lies in the synthesis and communication of all this knowledge and connecting the dots.