Trish sipped her coffee and set down the paper cup. Missing her own coffee mug was one thing she hated about off-sites. "I didn't quite get some of those fallacies," she said to Nan. "They're a little confusing."
Nan nodded. "Yeah, me too. But what did he say about that — something about the confusion is what makes them so common?"
Just then, Peter came through the doorway, carrying a paper cupful of coffee and three huge chocolate chip cookies wrapped in a napkin. He sat down in the empty chair next to Nan.
Nan smiled at Peter and, gazing at the cookies, she said, "Peter, how nice of you to think of us."
Peter smiled back, took a cookie, and pushed the others to Nan. Then he turned to Trish. "So what's your favorite project fallacy?"
Trish reached for a cookie. "I don't know," she said. "We were just saying that they're a bit confusing."
"Yeah," said Nan. "I think he was saying that their wrongness is so subtle that we just accept them as conventional wisdom."
And so it is with most fallacies. Their subtlety makes them durable. Here's Part II of a little catalog of the fallacies of project management. For Part I, see "Nine Project Management Fallacies: I," Point Lookout for November 30, 2005, and for Part III, see "Nine Project Management Fallacies: III," Point Lookout for December 28, 2005.
- The Naturalistic Fallacy
- A cousin of the Fundamental Attribution Error, this fallacy holds that professional credentials — experience, education, seniority, or past performance — are equivalent to abilities. For instance, if a particular project manager led a few projects that failed, we conclude that he or she is incapable.
- Judgments based on credentials and past performance alone are likely to omit from consideration the past prevailing context, which might have been a significant contributor to past results.
- To assess the capabilities of a person, an organization, a technology, or a design, consider not only credentials and past performance, but also contextual factors.
- The Culturalistic Fallacy
- We commit It is their subtlety
that makes fallacies
so durablethis fallacy when we believe that the project manager, or some other organizational leader, creates a high performance team, without the assistance or influence of the people who belong to that team.
- To measure the prevalence of this fallacy, track the attributed causes of team performance. In organizations where the credit for high performance tends to flow to leaders, while the blame for dysfunction tends to flow to team members, it's likely that the Culturalistic Fallacy is at work.
- While any one person can undermine a team's performance, no single person is responsible for creating high performance. External factors certainly contribute, but a team's performance is most directly due to the choices of the members of that team.
These two fallacies are related — the Naturalistic Fallacy undervalues contextual factors, while the Culturalistic Fallacy undervalues the contributions of people. They're two different ways to misperceive reality. In Part III, we'll look at fallacies based on wishful thinking. First in this series | Next in this series Top Next Issue
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More articles on Project Management:
- Geese Don't Land on Twigs
- Since companies sometimes tackle projects that they have no hope of completing successfully, your project
might be completely wrong for your company. How can you tell whether your project is a fit for your company?
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- Dubious Dealings
- Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be
as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?
- Deep Trouble and Getting Deeper
- Here's a catalog of actions people take when the projects they're leading are in deep trouble, and they're
pretty sure there's no way out.
- On the Risk of Undetected Issues: II
- When things go wrong and remain undetected, trouble looms. We continue our efforts, increasing investment
on a path that possibly leads nowhere. Worse, time — that irreplaceable asset — passes.
How can we improve our ability to detect undetected issues?
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenLVpjhDApMcPyAFEzner@ChachQkAeMQVUMqbAvECoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.