Revisiting Red Teams

Few ideas work perfectly the first time. 

Regardless of the environment – business, science, charity, government – many new ideas do not work the first, second, or even third time.  Unanticipated and unexpected side effects can often sidetrack, embarrass, and jeopardize organizations that attempt to introduce new products, services, or ideas.      

The result of these unintended effects is frustrating, expensive, and time-consuming.  Many organizations can become risk-averse from the fear of new ideas and procedures failing. 

That fear compounds the “fear of change” that also handicaps many individuals and organizations.   These fears, whether at a macro or micro level, can hinder growth.

There is a way to defeat these fears.

To succeed, organizations need to embrace their fears.

By looking at new ideas and concepts through the eyes of the fearful and the critical, organizations can better prepare for unintended consequences.  Taking this empathetic approach can reveal weaknesses and potentially fatal issues.  This process is called RED TEAMING and should be a fundamental part of any implementation strategy.

A RED TEAM can be as small or large as necessary.  Its job is to anticipate problems, to see unintended consequences, to “tear logic holes” in new ideas and concepts, but with the ultimate goal of helping the organization. 

RED TEAMING isn’t new.  Armed Forces all around the globe have successfully used “adversary training” to test tactics, training, and equipment.  Organizations use it under a variety of names to similarly test their new and existing systems and processes for example; banks ensure their assets are secure by actually having professional thieves attempt to steal from them.  For any organization trying to drive “change,” having a RED TEAM provide a fresh perspective to a key strategic and tactical tool to avoid costly corrections afterward and/or publically embarrassing situations. 

What are the basics?

Since the goal of the RED TEAM is to help improve whatever new idea or concept is under examination through constructive criticism, they need to be completely free of the chain of authority in your organization while working.  As a fully autonomous group, they must be able to examine all aspects of the proposal – nothing should be off-limits or off the table. 

As a RED TEAM is often a temporary group from within your organization, having a culture that encourages free and open communication is vital. Its members should be able to discuss issues without fear of future repercussions taken against them in the workplace.

Organizations may utilize RED TEAM groups on a variety of projects.   These teams should not always be made up of the same people.  In fact, RED TEAMS should always include a variety of people, some of whom are knowledgeable about the proposed idea, but also too to include people who are not.  The more objective a RED TEAM can be the more able they will be to avoid the “trap” of any preconceived organizational biases.  

Utilizing “new” associates can help a RED TEAM avoid assumptions existing associates can incorrectly believe that everyone intrinsically understands. 

Care must be taken too ultimately to STRENGTHEN, not destroy, whatever it is that is being examined. 

Incorporating the findings of the RED TEAM are fundamental to making the concept work.  Any organization that ignores its RED TEAM will not only discourages future success but will discourage anyone else from wanting to participate. 

What a RED TEAM reveals may be unpopular.  Some organizations operate under the fallacy that only their existing owners, boards, and executives have good ideas. Any organization that dares to RED TEAM themselves must be willing to listen and accept what they may not want to hear to be successful.

In summary, a RED TEAM should be comprised of people who can identify problems, break the problems down, and offer solutions to resolve those problems.

How an organization might use a RED TEAM.

Using RED TEAMS to help implement an organization’s “Change Process” is the most obvious.  Not having a clearly defined change process doesn’t mean that “change” isn’t happening in your organization, it just means that change is happening without any checks or balances.  Ignoring this principle may explain why change is so difficult for your organization.

“Mystery shoppers” are an example of a RED TEAM that retail or services organizations use.   The feedback from these individuals “shopping” a store and those of the competition is a systematic way to expose “blind spots” and reveal the competitive advantages and disadvantages that these organizations may be unaware of.

Every type of organization should use a RED TEAM to reveal staff and organizational biases, unintended discrimination towards people with disabilities, or based on race, gender identity, sexual orientation, ethnicity, and religion.   Additionally, looking at how clients or customers are spoken to either online, on the phone, or in person. RED TEAMING an organization’s Health and Safety Policies can save costs, prevent accidents, and even save lives.  Examples include conducting Fire Drills, examining staff and client/customer concerns can expose weaknesses that should be acknowledged and remedied.

Reviewing onboarding and training of new associates is an important way to utilize a RED TEAM.  Retaining associates, preventing frustration, and providing the “right” tools to new associates ensures that training maximizes competitive advantages and teaches associates how to handle likely scenarios.

RED TEAMS can assist with ongoing training by analyzing role-playing training for customer/client interaction whether for-profit or not-for-profit.  Successful organizations usually have role-playing as one of their most fundamental training practices.

The introduction of a new product or service should include using a RED TEAM before going to market. 

RED TEAMING marketing and advertising for any organization are vitally important.  The internet is full of organizations that skipped this step.  Tasked with proofreading advertising copy for errors and for internal and external communications can easily prevent avoidable embarrassment by correcting content, language, and grammar errors.

Why RED TEAM?

RED TEAMS are a great way to test new ideas, systems, products, and services.  An often-overlooked benefit is the improvement that can improve staff morale through empowering associates to play a vital role in shaping change. 

Knowing that a RED TEAM helps to reduce risk, minimize potential mistakes, and avoid embarrassment can encourage innovation in all types of organizations. 

Are RED TEAMS infallible?

Everything is about balance.  Change is happening all of the time for everyone and within every organization.  Using the RED TEAM as a tool to minimize mistakes helps that balance.  RED TEAMS rely on being autonomous and responsible to their organizations.  Critical evaluation must not come at the cost of stifling innovation or creating organizational paralysis.  

For any organization, pausing for consideration and critical evaluation is an EFFECTIVE ACTION STEP.  

Good luck,

Paul.