From the time that each of us entered the corporate world, we have been working with the straw man whenever we were involved in team collaborations. Now, try to remember if and when you were instructed on the rules and methodology of working with the straw man. I would speculate that you learned through the aged old process of immersion and osmosis. If your experience was like mine, you were assigned to a team and given an objective. It could have been a problem to solve, a strategy to develop or an organizational optimization proposal to generate. The objective does not matter because the team dynamics were the same. Soon after the team settled down to work on their assignment, the straw man very quickly came upon the scene.

The straw man is quite easy to get along with and it seems that everyone likes him. He does not mind being pushed, poked, stretched and challenged. As a matter of fact that is his purpose in life. The team takes him in but he is treated differently than the others on the team. His responsibility is to act as a pinata for the rest of us to swing at.

The straw man solution would be represented by the smaller inner-cube. It seems logical that the preliminary solution should be positioned around the center and then it is fine-tuned by the team. Since this is so apparent to all team members, consensus at this stage is very easy to reach. Even though the straw man was proposed by one individual, the rest of the team feels comfortable with the process...everyone loves the straw man! That is because they will now be encouraged to test the viability and strength of the proposal. That is a major component of the process. In fact, if every team member proposed a straw man, you could expect that each would be quite similar.

When the floor is opened for discussion on the straw man, all eyes are on the inner-cube. Based on the team's consensus that the straw man is a reasonable approach, the discussion is lively, but quite conciliatory. There is no need for contentiousness, since it is generally understood that the straw man is very close to the eventual solution. Guided by this feeling of inevitability, team dynamics are very cordial and all team members enthusiastically embrace the final solution.

• The recommendation seems reasonable.
• The process seemed fair.
• All team members are in support of the recommendation.
• The process is well understood and accepted as a standard corporate practice.

It was mentioned that the team initially focuses on the inner-cube, which represents the straw man. It is not focus at all - it is a diversion! Having the team collaborate on the attributes of the inner cube is done at the expense of the volume surrounding it. Look again at the visualization of the cube and you will soon realize how easy it is to be fooled. Just as an illusionist is skilled in diverting your attention, you and your teammates willingly deceived yourselves. Just as you would try to speculate on what the illusionist is doing out of your sight, you ignored everything outside of the inner cube. In the exercise of your duties as a member of this team, neither you nor any of your teammates looked in this area. Does that make sense?

Do not think of the traditional straw man approach as illogical, nonsensical or impractical. Think of it merely as inadequate for the current corporate organizational composition. That being said, until another methodology can be defined, demonstrated and validated the straw man approach is the reigning champ.

Prior to selecting new methodology for team collaboration and organizational development, we should define the key elements that would enable it to yield better results.

1. It must be easy to understand, communicate and follow.
2. It should allow all team members to have equal power, influence and impact.
3. Corporate management and Human Resources should endorse it.
4. All aspects of diversity should be accommodated and empowered.
5. Assignments must be completed in an appropriate amount of time.
6. The operating environment must be energized, civilized and respectful.
7. The team solutions should be potentially innovative and revolutionary.

In moving to a new methodology, which meets the above criteria, the first step in the flow is to eliminate the straw man. However, it is visually effective to have the range of possible solutions defined by the inner-cube that was previously shown. The departure from the straw man begins here. Instead of one person putting forward the inner-cube solution, which then becomes the team's pinata, every member of the team must contribute to its creation.

Next, all members should have the opportunity to collaborate and commiserate on fine-tuning the range of possible solutions to a manageable few. With the acknowledged diversity that exists in today's corporations, individuals must be given an operating environment that will enable them to make unique and innovative contributions.

Such a methodology exists within Cramer's Cube. It is a dynamic methodology that injects creative dynamics into Organizational Development. At its core is an operating framework that will enable every team member to make contributions at every juncture of the process. It manifests the potential of each individual and produces results that are defined as Innovative, Extreme and Revolutionary.

Corporate executives will feel comfortable with the methodology because it will yield solutions that conform to a predetermined set of criteria and are realistically achievable. Individually, there is a high level of job satisfaction because individuals will have the opportunity to apply all aspects of their diversity and individuality. Team members achieve a level of pride and satisfaction, seeing that their talents have been applied to practical and important assignments impacting the bottom line.