Which way sounds toxic—wanting to get it right now that they’ve become aware it’s a problem? Or getting something down now, as close as possible to what happened yesterday and the day before, to unblock the larger process—then refining it after the fires are out?
Seems like horses for courses to me: I can imagine my very happy healthy teams needing to operate in either mode, depending on the specific problem. I also can imagine us needing the person closest to the problem to tell us which direction applies.
(To your point though, I also can imagine that any type of pressures like these would really bring out the dysfunction in “toxic” teams.)
> Or getting something down now, as close as possible to what happened yesterday and the day before, to unblock the larger process—then refining it after the fires are out?
But at least, in that scenario, the process is unblocked.
The other way, you've blocked the process until every subcommittee of the committee assigned to fix the process has delivered their Final Report Draft 8 FINAL (1) (13) (1).docx. And that could be preventing an entire department from working at all.
Sometimes blocking the process is the best way to do. Blocking gives leverage and allows to fix long-standing inbalances.
Imagine that you have been slaving for low salary with abusive boss, who constantly promises but never delivers. If shit hit the fan and you are desperately needed, this is the perfect time to talk and solidify improvements. Game does not run on gratitude.
The same rule unfortunately also applies to relationships.
