In the near-chaos of high-pressure workdays, it's easy to err in assigning task priorities. President Eisenhower is said to have summarized the problem this way: "What is important is seldom urgent and what is urgent is seldom important." Using the Eisenhower Matrix, popularized by Steven Covey as the Importance/Urgency Matrix, we can avoid ranking the Urgent but Less Important issues above the More Important and Non-Urgent. In "How to Foresee the Foreseeable: Preferences," Point Lookout for February 22, 2012, I noted another source of priority assignment error, which I called Appeal. This error comes from our tendency to rank as higher in priority those tasks we find appealing.
Individuals can make both of these errors, sometimes simultaneously. But things get more complicated when we consider the priority assignment errors of organizations. Here's the beginning of a catalog of causes of priority assignment errors for organizations.
- Fighting the last war
- Organizations tend to see the world in terms with which they're most familiar. This concept is captured in the idea that armies and nations are best prepared to fight the war they fought most recently, and in the idea that if all you have is a hammer, everything looks like a nail.
- To assign priorities realistically, approach the situation with a fresh perspective. Include people who haven't been involved in past efforts. See "Bois Sec!," Point Lookout for October 27, 2004, for more.
- Lock-in occurs in organizations when they escalate commitments to choices of inferior quality, or to courses of action demonstrably less effective than one or more alternatives, based on a belief that their prior commitments have foreclosed alternatives. In this way, they're led to assign priorities based on past decisions, rather than basing them on the current situation.
- Separate priority assignment decisions from political power. Be ruthless about accepting past errors as errors. See "Indicators of Lock-In: I," Point Lookout for March 23, 2011, for more.
- Power to the powerful
- Because power is rarely distributed evenly in organizations, the more powerful organizational actors can often use their power to modulate organizational decisions. These political actors can even influence how people assign priorities to the issues of the day, to ensure that the organization chooses a course that enhances, or at least does not threaten, the power they now hold.
- Evaluating the Organizations tend to see
the world in terms with
most familiarvalidity of someone's assertions requires evaluating his or her political positions.
- Abusing political skill
- Just as power is unevenly distributed, so is political skill. When political skill is used in furtherance of organizational goals, the organization benefits. But political skill can be used for personal advancement, which might actually conflict with organizational advancement. The politically skilled can sometimes modulate organizational decisions in their own favor by influencing priority assignment decisions.
- Knowing how you (or others) benefit from your (their own) recommendations is essential to maintaining (assessing) objectivity.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
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More articles on Project Management:
- Nine Project Management Fallacies: I
- Most of what we know about managing projects is useful and effective, but some of what we "know"
just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability
to complete projects successfully.
- The Injured Teammate: I
- You're a team lead, and one of the team members is very ill or has been severely injured. How do you
handle it? How do you break the news? What does the team need? What do you need?
- Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
- Mitigating Risk Resistance Risk
- Project managers are responsible for managing risks, but they're often stymied by insufficient resources.
Here's a proposal for making risk management more effective at an organizational scale.
- How We Waste Time: II
- We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're
much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those
that are outside — or mostly outside — our awareness.
Forthcoming issues of Point Lookout
- Coming December 13: Reframing Revision Resentment: II
- When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful. Available here and by RSS on December 13.
- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- 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)
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.