During our IDS sessions, one of our leaders frequently shuts down healthy debate on a tough issue by quickly volunteering to take it as a weekly To-Do, but the issue keeps coming back because they never actually solved the root cause. How do we stop this defense tactic?

Question

Tyler Smith · Accepted Answer

Taking a To-Do is a common defense mechanism used by leaders who want to escape the discomfort of a difficult discussion. By saying, I will take that as a To-Do, they effectively end the debate and get the spotlight off themselves. However, because the team never agreed on the root cause or the actual solution, the leader either fails to complete the task or applies a temporary band-aid, causing the issue to resurface weeks later. To stop this, the facilitator must enforce the rule that no To-Do is assigned until the issue is fully solved. A solution is only reached when the team agrees on the specific action steps required to make the problem go away forever. When a leader tries to cut a discussion short by volunteering for a To-Do, the facilitator must step in. Ask the team, do we all agree on what the specific action is, and will this action actually solve the root cause? If the answer is no, keep the issue on the table. Continue the discussion until the team agrees on the exact outcome. Only then do you write down the To-Do, ensuring it has a clear owner and a realistic one-week deadline. Never let a To-Do be used as an escape hatch to avoid conflict.