Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 30;   July 26, 2006: Working Journals

Working Journals

by

Keeping a journal about your work can change how you work. You can record why you did what you did, and why you didn't do what you didn't. You can record what you saw and what you only thought you saw. And when you read the older entries, you can see patterns you might never have noticed any other way.
A page from the Bradford Journal

A page from the journal of William Bradford, Governor of Plymouth Colony in Massachusetts. It is from this journal that we know about the first Thanksgiving. Photo courtesy Massachusetts State House.

The Hawthorne Effect, the Heisenberg Uncertainty Principle, and the Pygmalion Effect are three examples of observer effects — phenomena that describe how observers interact with the systems or people they observe. We usually think of these effects as bad news, because they create outcomes different from what we were intending.

For instance, the Hawthorne Effect causes the system we're measuring to change its behavior, which can create paradoxical measurement results. See "Getting Around Hawthorne," Point Lookout for October 2, 2002, for more.

But observer effects can work to our advantage, too. In some ways, having a coach is like having an observer who watches your inner process. When you know you'll be talking to your coach next week, you just might be a little more careful about some of the choices you make this week.

Observing yourself is another way to exploit the observer effect. There's no easier way to do it than keeping a workplace journal, where you record anything you want about your experience of work. Here are some tips for successful workplace journaling.

Choose your medium
Some like to journal in a word processor; some prefer a blank book and a favorite pen or pencil. Choose deliberately. Do you like the feel of paper and ink? Or do you want to be able to search using the Find command?
Let the writing slow you down
If you're typing your journal, try typing slowly. If you're writing on paper, write carefully. Let the act of writing slow your thinking, to help you see things differently. Thinking slowly about the events of the day is like visiting a familiar place on foot, instead of by car — you see more.
Write as if to your future self
Thinking slowly about
the events of the day
is like visiting a familiar place
on foot, instead of by car
Like all good writing, both the writer and the reader benefit from a journal, but only if the writer keeps the reader in mind. For your journal, your reader is yourself, some months from now. Write to that person.
Record why and why not
Record why you made the choices you did, and why you didn't make the choices you didn't. This kind of information makes interesting reading six months from now.
Read the old entries
To get the full value of the observer effects, from time to time you have to read what you've written. Notice patterns. Think about (and write about) what you might change about yourself to displace patterns you don't like, or what to keep to re-enforce the patterns you do like.

If you don't already journal regularly, here's an idea for an entry: write about the thoughts that came to you as you were reading this little essay. What did you like about the idea of a working journal? If you were to start one, what would you like to have happen? Go to top Top  Next issue: Workplace Barn Raisings  Next Issue

One caution: If you decide to keep your journal at work, be certain that you comply with your employer's document retention and destruction policies. You might want to keep your journal at home.

For an example of something you might want to put in your working journal, suppose you were trying acquire skill in using indirectness. You might record in your journal any incidents you observed where someone used indirectness deftly and to good effect. Or you might record your own attempts or missed opportunities, along with short discussions of how you could improve.

Working journals are also useful if you're aiming for a promotion. See "How to Get Promoted in Place," Point Lookout for August 23, 2006, and "How to Get a Promotion in Line," Point Lookout for September 13, 2006, for more.

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Forthcoming issues of Point Lookout

September 11, 2001 attacks in New York CityComing August 23: Look Where You Aren't Looking
Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
"The Thinker," by Auguste RodinAnd on August 30: They Just Don't Understand
When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.

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On 14The Race to the Pole: Ten Lessons for Project Managers 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 are some dates for this program:

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Many Creating High Performance Virtual Teamspeople 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 a date for this program:

The Power Affect: How We Express Our Personal Power
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