Boosting Game Dev Production with Collaborative and Proactive Solutions

Game development poses its own unique challenges in team management. While traditional production frameworks like Agile and Scrum are useful for managing work, they don't always cover every obstacle teams face. The Collaborative and Proactive Solutions (CPS) approach offers an alternative focused on collaboration and problem-solving.?

Drawing from my own experience in parenting and professional life, I've found CPS invaluable for relationship-building and conflict resolution. In this article, I'll delve into the key tenets of CPS and how they can enhance team management in the game development industry, along with tips for effective implementation. Throughout this article, I use the term 'manager' to signify anyone in a leadership role, whether or not you directly manage a team. This includes roles like producers, project leads, and even senior team members who may find themselves guiding a project or resolving conflicts.

The Plan A, B, and C Model

Before diving into the specifics, we need to understand the three core plans that the CPS approach describes. Each has value in different scenarios, so understanding the distinction between them and?

Plan A: Imposed Solutions

This is the most traditional, top-down approach where the manager defines the solution. It's efficient and direct but often misses out on team input. Use when quick decisions are imperative and stakes are high.

Plan B: Collaborative and Proactive Solutions

Plan B is the heart of the CPS model. It fosters joint problem-solving efforts between the manager and team members. Ideal for nuanced issues that benefit from collaborative input. This is where the mantra, "People Do Well When They Can," truly shines. It serves as a guiding principle for approaching team issues with empathy and understanding, rather than blame.

Plan C: Drop It for Now

Sometimes, a problem isn't worth immediate attention, either due to low impact or timing issues. In such cases, Plan C advises to set it aside temporarily.

Why, When, and How to Use Plan B and the CPS Methodology

CPS Foundational Philosophy

Before diving into the practicalities of implementing Plan B and the CPS methodology, it's vital to understand the foundational philosophy that underpins them. The Collaborative Problem Solving approach is grounded in the belief that "People Do Well When They Can." The philosophy asserts that if someone is not meeting expectations, it's often because there are obstacles in their path. Instead of labeling or punishing for the inability to meet those expectations, CPS aims to identify the underlying problems and work together to find solutions. This philosophy not only provides the theoretical backbone to the Plan B process but also fosters an empathetic and cooperative work environment. By embracing this mindset, managers and the team can tackle issues through a lens of shared responsibility and mutual respect.

Ideal Scenarios for Plan B and CPS:

The Plan B approach and CPS methodology thrive in settings requiring collective intelligence to solve intricate problems. Utilizing this approach can yield dividends in situations such as:

• Communication Challenges: If misunderstandings or barriers are causing hiccups in workflow, CPS can dig deep to unearth the foundational issues and offer solutions that resonate with everyone involved.
• Conflict Resolution: When personal or professional conflicts arise, CPS serves as a framework for mutual understanding and co-creation of agreeable resolutions.
• Performance Roadblocks: If team members aren't reaching set expectations, CPS helps dissect the issue at its root, fostering a more targeted and effective plan for improvement.

Practical Steps for Utilizing CPS:

1. Spot the Issue: First, pinpoint the specific challenge or impediment that the team is facing.
2. Include Everyone’s Input: Gather diverse perspectives on the problem and potential solutions from all stakeholders.
3. Synthesize the Feedback: Assess the collected insights for recurring themes and underlying issues. This is where the real root causes often become clear.
4. Co-create an Action Plan: Collaborate with the team to formulate a comprehensive plan that tackles the root causes and aligns with the needs and limitations of all parties involved.
5. Execute and Adapt: Put the plan into action, while keeping tabs on its effectiveness. Be prepared to tweak the plan as you gather more data on its impact, and expect to iterate frequently to find a durable solution.

Implementing Plan B in Your Game Production Cycle: A Two-Phase Approach

Phase 1: Building a Collaborative Relationship and Defining the Problem

Step 1: Empathize

Start with a neutral statement and actively listen, reiterating their view and refining until agreement is reached.The goal here is to arrive at a full understanding of the team member’s viewpoint, confirmed by their agreement on your comprehension. Try to keep your observation as neutral as possible and then stop and listen fully.?

A relatively neutral statement might look something like this: “I've noticed that our team has been missing deadlines for the last few sprints, and I'd like to understand what challenges you're facing that make it hard to meet these timelines.”

Once you’ve heard the team’s viewpoint, restate it and ask if you’ve got it right. If that statement needs revision, keep incorporating the changes they reflect until they agree you understand.

Step 2: Share Your View

Once you've successfully empathized and the team member feels heard, share your perspective of the situation. The key here is to share your viewpoint as your "perspective," not the "absolute truth."

You might say something like, "From a production standpoint, our delays are causing downstream impacts on other departments like QA and Marketing, which affects our overall timeline."

Then pause and ask, "Do you feel like I've captured the broader impacts here?" Be prepared to adjust your narrative based on the feedback received. The goal is mutual understanding, marked by the team member acknowledging that they understand your viewpoint, so you would ideally land on a similar summary from the team member that you agree represents your view or concern.

Step 3: Reach an Agreement

At this stage, both parties have expressed their viewpoints, and ideally, a mutual understanding has been achieved. The next step is to propose moving forward with a collaborative problem-solving session.

You can propose this by saying, "Now that we understand each other's perspectives, can we work together to find solutions to both our concerns?"

The focus here is to obtain explicit agreement from both parties to proceed to Phase 2. If the team member is hesitant or unwilling to move on to problem-solving, try to understand why and address any barriers to proceeding.

Phase 2: Negotiation and Problem-Solving

After successfully navigating through Phase 1 and reaching mutual understanding, you're well-prepared for the more collaborative process of Phase 2. Here's how to implement the principles in this phase:

Leverage Phase 1 Insights

Start by revisiting the understandings reached in Phase 1. This will serve as your mutual foundation for effective problem-solving. By doing so, you not only honor the previous discussion but also make it actionable.

Skill Development as a Shared Goal

Remember that this process isn’t just about solving a single problem; it’s about skill-building for both of you. By engaging in brainstorming, you both have a chance to improve interpersonal skills like empathy, patience, and effective communication.

The Incremental Approach

When discussing possible solutions, consider breaking them down into smaller, manageable tasks. Remember, learning is more effective when done in "bite-sized" increments. This approach makes the solution more achievable and less overwhelming for all involved.

Team-Led Solutions

Hold back on immediately proposing solutions, even if you think you have the 'perfect' one. Instead, allow your team members to propose their ideas first. This helps in building their problem-solving skills and creates a sense of ownership.

Avoid the Blame Game

It's easy to slide into the blame territory when discussing problems, but this is counterproductive. Keep the focus on collaborative solutions, not on who caused the problem. Remind yourselves that the aim is to grow, not to judge.

Generalizable Solutions

As much as possible, aim for solutions that aren’t just 'one-offs' but can be applied to similar situations in the future. This broad applicability not only solves the immediate issue but also preempts similar problems down the line.

Troubleshooting

The Complexity Factor

While Plan B may appear simple, real-world implementation can be tricky. Here's how to navigate some common hurdles:

Plan A in Disguise

Be cautious of subtly slipping into Plan A, especially during the empathy stage. If the process feels authoritative rather than collaborative, reassess your approach.

Rushed Empathy

Skimming through the empathy step can disrupt the entire process. Take the time to understand and validate others' viewpoints genuinely.

Skipping Steps

Don't skip steps or do them out of sequence. If you notice this mistake, simply return to the missed step. Stopping in the middle of a Plan B approach is usually inadvisable since it can leave team members feeling like their concerns aren’t being valued.

Jumping to Conclusions

Avoid the urge to leap to the solution phase too quickly. Complex issues often require more than a single discussion.

Conclusion

The Collaborative and Proactive Solutions (CPS) approach, while originally developed with children and educational settings in mind, presents a versatile framework that can be powerfully applied to team management in various industries, including the video game sector. By leveraging CPS, teams can achieve:

• Improved communication and collaboration
• Effective conflict resolution
• Targeted solutions for performance issues
• Skill development and streamlined team processes

Although most available training resources and programs focus on educational and parenting contexts, the core principles of CPS are universal. Adapting them for the workplace may require some ingenuity and commitment, but the potential rewards - a more positive, empathetic, and productive work environment - are significant. You can find a wealth of information about the application of this framework in relation to children at the Lives In The Balance website.

For those who are interested in delving deeper into the emotional and psychological aspects of management, as well as a more detailed use of CPS for managing workplace conflict, I highly recommend exploring the chapters available on Seth D. Bernstein's website. The resource provides a comprehensive understanding of emotions, human psychology in management, and workplace dynamics, making it an invaluable asset for anyone looking to master the complexities of team leadership.

I encourage you to delve deeper into the CPS approach and contemplate its potential benefits for your team. Even if the majority of existing CPS resources aren't directly aimed at corporate teams, the underlying philosophy and techniques can provide a strong foundation for improved teamwork and communication.