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I find that when people jump to "not being a team player" comment/defense when a dissenting opinion is offered are not very secure in their idea/opinion.
I would have to see and example of this situation in person and I would have to know more about your colleague. Body language and past history would inform me to have a more purposed strategy.
One possible tactic with an overzealous but well meaning colleague who jumps into ideas to quickly, is to lean in on the idea and feign agreement. But then in your zeal to add to the idea in brainstorming, you push the new strategy too far and past the point of being reasonable to illustrate problems with it. Then you are left with a broken strategy that has to be abandoned.
Another tactic is to agree but come up with reasons for changing the timing to delay it.
There are other tactics that can be used. I choose my current direction based on a combination of factors such as how much leadership capital I want to expend or how much authority I have with the people in the room.
Keep in mind that both of tactics that I detailed are fairly manipulative. You may or may not be comfortable using these means to accomplish your goals. And you have to be very careful in how you play these games and who you choose to play them with.
If you have legitimate concerns as to why the plans will fail, I recommend sharing those concerns, but being strategic as to how you frame it. It sounds like you are doing that, and failing to persuade them. Another possible change up is to approach them privately to help minimize embarrassment if having their plans criticized.
Good luck.
Leadership team? Admin? Teaching & Learning staff? Union?