It's late summer in the Gatineau Valley in Quebec. I'm with five friends, and we're on our way to the Cabonga Reservoir to fish. In the morning after an overnight stop in the forest of a provincial park, a light rain is falling. At this time of year in Quebec, any rain is cold and uncomfortable, so we're trying to fix flapjacks for breakfast. We're failing.
It has been a wet month, and we haven't found any dry wood. Despite many attempts, we can manage only a smoky little fire that's nowhere near hot enough for flapjacks.
We hear a vehicle crunching along the gravel road approaching our campsite, and soon a government pickup truck pulls up and stops in the empty campsite across from us. Three men hop out and one waves hello, calling to us in French. We wave back. Smiling, he comes over for a visit. He quickly figures out that we don't understand his French, and just as quickly, he figures out that we don't know what we're doing.
He points to our hatchet lying on a stone and says, "OK?" One of us replies, "Oui." He speaks about as much English as we do French.
With the hatchet, he begins splintering a large log lying beside our dysfunctional fire. He piles the splinters onto the fire, and they immediately explode into flame. He exclaims, "Bois sec! Bois sec!"
Making small adjustments
to what you're already
doing is often the answerOne of us remembers enough French to translate: "Dry wood! Dry wood!" We thank him and in mime we offer him breakfast, but he waves us off, and goes back across the road to rejoin his work mates.
Soon we're full of coffee and flapjacks.
When things aren't working, how do you find an approach that does work? Making small adjustments to what you're already doing is often the answer. But even when the adjustments do look small in retrospect, discovering them in the moment can require great imagination and insight. Here are some tips for finding small adjustments that have big impact.
- Assume that whatever you have to change will be small
- You're more likely to find an ingenious small adjustment if you're actually looking for one.
- Rewrite the problem description
- Write down a description of the problem. Then rewrite it so that it uses none of the same words, except prepositions, articles and the various forms of is.
- Get fresh eyes
- Find some people who haven't been working on the current approach. They're more likely to ask the right questions. Brief them and let them question everything.
- Explain it to some kids
- Children not only have fresh eyes, they have fresh brains. They can understand way more than you might think. To engage them, tell them you're stuck and ask for their help.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrenBRPYJuDLtrfXuAViner@ChacfdmvFDuwLxznNLekoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Project Management:
- Start a Project Nursery
- In a Project Nursery, professionals from across the entire organization collaborate to conceive of new
projects. When all organizational elements help decide which projects to investigate, the menu they
develop best suits organizational needs and capabilities.
- Projects as Proxy Targets: II
- Most projects have both supporters and detractors. When a project has been approved and execution begins,
some detractors don't give up. Here's Part II of a catalog of tactics detractors use to sow chaos.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- Wishful Interpretation: II
- Wishful "thinking," as we call it, can arise in different ways. One source is the pattern
of choices we make when we interpret what we see, what we hear, or any other information we receive.
Here's Part II of an inventory of ways our preferences and wishes affect how we interpret the world.
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenuooWuBbiTpjnevnVner@ChacZFuKIePQExRtwHpioCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.