When we undertake tasks in organizations, we face risks. The most obvious risks are those that are most closely related to the task at hand. These risks, which we might call content risks include factors such as technological unknowns, resource availability, and competition. But there are other risks, often overlooked, that can dramatically influence our chances for success.
One of these is risk management risk, which is the risk that the risk management process is flawed, due to such factors as organizational political correctness, organizational blind spots, or the risk that political phenomena render certain risks invisible to risk managers.
Here are some examples of non-content risks, with suggestions for managing them. In this Part I, we emphasize risk sources related to perceptions.
- Misplaced or excessive focus
- Typically, organizations have in place processes that maintain focus on what they do well. For example, approvals are required to allocate resources to forward-looking initiatives. But some organizations are excessively zealous about maintaining focus, and some are mistaken about where that focus should be. For instance, organizations that need to undertake efforts to adopt new technologies to serve their existing customers sometimes refrain from doing so because of advocacy by those representing customers most resistant to change.
- Advocates of advanced initiatives would do well to protect their activities from notice until their relevance is evident to all, easily explained, and easily defended. Working demonstrations are especially useful.
- Resentment bred by success
- We rarely consider risks associated with success. But here's one: your effort is so successful and appealing that people seek to join your team. Having to decline these offers because of insufficient resources isn't much of a problem, because people do understand that issue. The more difficult problem is the resentment such success can engender on the part of potential political adversaries.
- When appropriate,Advocates of advanced initiatives
would do well to protect their
activities from notice until their
relevance is evident to all devise plans for dealing with such challenges. One helpful guideline: don't publicize your success internally unless the publicity materially aids the effort and you have political strength sufficient to withstand challenges.
- Unsustainable loads
- The term "unsustainable load" usually evokes thoughts of overload and burnout. Certainly, high loads are unsustainable. But low loads can also be unsustainable. Sustainability of a given workload is in part determined by perceived differences between one's own workload and the workloads of colleagues and peers.
- Loads much higher, or much lower, than cultural norms are unsustainable in the long term. High loads cause burnout and bailout; low loads attract those with agendas other than your own, and risk losing people (and stakeholders) from boredom and idleness. Strive for workloads near but slightly above the cultural norm.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Project Management:
- The True Costs of Cost-Cutting
- The metaphor "trimming the fat" rests on the belief that some parts of the organization are
expendable, and we can remove them with little impact on the remainder. Ah, if only things actually
worked that way...
- Why Scope Expands: I
- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
has no accepted name, and is rarely seen. Why?
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Wishful Thinking and Perception: II
- Continuing our exploration of causes of wishful thinking and what we can do about it, here's Part II
of a little catalog of ways our preferences and wishes affect our perceptions.
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.
- 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 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.
- 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.