When an organization faces a difficult problem, its leaders face two challenges. First, they must devise a solution, and then they must communicate it to the people they lead. Sometimes, leaders focus too narrowly on the original problem, and view the communication as a secondary annoyance. Too bad for them, because a solution is a solution only if you can communicate it to the people you lead. I learned this one day from a German Shepherd named Harry.
It's a prematurely cool late August morning, and I'm doing my daily circuit around Fresh Pond. The pond is warmer than the air, and its mirrored surface steams. I come around a turn in the path and spy a lone German Shepherd — probably a mix — on the path up ahead. He's looking across the meadow anxiously, listening.
I hear a female voice from across the meadow calling, "Harry…..Harry…" Harry freezes, ears up. He takes a step toward the voice, but the meadow is fenced here, and he's stumped. It's a vinyl fence, not very high, but insurmountable for Harry. I call to him because the fence ends about 20 feet behind me, and if he sees that, he'll be able to cross the meadow to reach his master.
Harry runs the other way. I don't take it personally — he's almost panicked.
After about three bounds, he changes his mind, and runs back past me. I figure, well, he'll be OK, and I continue on my way.
Even when an elegant
solution would almost
certainly work, a
simpler fix can
be more effectiveBut then I realize that the meadow is fenced on the other side, and worse, there's a stretch of high weeds, poison ivy, marsh, and brambles that he'll have to get through. Oh well, I think, not my problem. I continue on my way.
Soon Harry appears about ten feet in front of me, in the meadow, on the other side of the fence. Now he's trying to get out, and he's even more panicked than before. I call to him, and lift the bottom of the fence for him to scoot under. He considers it.
If he accepts, he'll be able to run around the meadow and reach his master. But he doesn't understand that. To Harry, I seem to be leading in the wrong direction.
In the midst of his internal debate, his master calls again. Harry makes a decision. He turns and runs across the meadow toward his master — and the bramble patch. He halts at its edge, unsure. His master calls again. He dives into the brambles, and as he reaches the far fence, his master raises it as I did, and Harry scoots through, tail wagging furiously. His master waves to me, I wave back, and all is well again in our little universe.
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More articles on Organizational Change:
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- Good Change, Bad Change: I
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- When Change Is Hard: I
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— and there are many methodologies available — difficulties can arise. When change is hard,
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- Changing Blaming Cultures
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Forthcoming issues of Point Lookout
- Coming 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.
- And 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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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
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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
- 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.
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- 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.