Now there’s a bad idea . . .
The interpretive planning process usually yields the opportunity to produce great ideas. Almost always, at some point during the process, someone will come up with an idea that isn’t so great. Maybe it doesn’t match the media with the targeted market segment so well (serious archaeologists are likely to be offended by an exhibit that uses Indiana Jones as a “host”). Or maybe it costs twelve times as much as the budget allows. Perhaps it requires parts or maintenance that will be impossible because of the location . . . any number of things can go wrong with that “great” idea someone came up with, which would, in fact, make it, well, a bad idea.
If your project team is good-natured and open to suggestions, bad ideas can easily be discussed and discarded in favor of better ideas. But let’s say the bad idea comes from someone who is unwilling to let it go and may have the authority to insist on going ahead with it. What are your options? Generally speaking, you have three choices, whether you are an employee of Bad Idea Person or a contractor.
1) You can always quit rather than doing something you think is dangerous or morally reprehensible. This drastic action would obviously be reserved for those ideas that are seriously bad in ways that may compromise your personal or professional integrity.
2) You can nod, smile, pretend to like the idea and talk about Bad Idea Person behind his or her back later. I’m not a big fan of this option. It usually comes back to haunt you later and tends not to be productive for a lot of reasons. Not only is it dishonest and petty, but it may be downright dangerous and expensive if Bad Idea Person later tries to blame the bad idea on you (well, you should have told me it was a bad idea, so this is clearly your fault, not mine).
3) You can register and document your concern, but stick with the project to attempt to mitigate the problems the bad idea might create. This action may require some delicate handling of the interpersonal relationships on your project team. Understanding group dynamics and the psychology of facilitation is a huge plus if this option is going to be your approach. Sometimes simply asking Bad Idea Person to help you understand the idea better allows him or her come to grips with its true level of badness. If not, I will sometimes propose documenting the advantages and disadvantages of all options in the final plan. I have even gone so far as to put in the draft document “against the advice of consultants, option BI has been selected for further development.” This puts your concerns on record. I’ve found that more often not, Bad Idea Person will back down once they see the disadvantages or the phrase “against the advice” in writing. If the idea still goes forward, making minor modifications that Bad Idea Person will find acceptable can usually help it be not quite so bad (spoofing Indiana Jones so that the archeologists can roll their eyes and get a laugh; phasing so the budget hit is more workable; finding a lower maintenance technology).
Finally, learn to get over it and get over yourself. The world is filled with bad ideas and you cannot control the process perfectly every time. Move on and hope for better days and better ideas to come.
