It can happen in our meetings. It can happen in our problem solving sessions. It can happen in our writing. It can happen in our minds. We begin reaching for a high-level goal, we encounter an obstacle, we start working around it, and we come upon another obstacle. We start working around that, and we find yet another obstacle. On it goes, obstacle after obstacle, and before long, we've lost sight of whatever it was we set out to do in the first place. Sometimes, we can't even recall what it was we were actually trying to do, or how we got to wherever we are.
We're down in the weeds.
And when we get down in the weeds, often, we don't even realize we're lost.
In conversation, we can get down in the weeds in less than 10 minutes. In projects, we can do it in less than a week. Or overnight. It can happen to individuals, groups, teams, divisions, companies, and nations. The bigger the entity, and the loftier the goal, the longer it takes to get down in the weeds, but it can happen to any entity, and it's always a tragedy.
What can we do about this?
- Understand what the weeds are
- The weeds are often identified as details. An item is a "detail" when it's relevant, but it isn't ours to deal with right now, or possibly ever. An item is a "detail" when thinking about it is premature, because the higher-level plan might still change so as to render the item irrelevant.
- But not all weeds are details. We could be in the weeds when we're spending effort dealing with matters only remotely connected to our ultimate goal. Or when we're spending effort on items that seem connected to our goal, but when that connection is tenuous because the higher-level plan is still changing.
- Notice the weeds a little sooner
- It might seem Sometimes, we can't even recall
what it was we were actually
trying to do, or how we
got to wherever we arethat once we know what weeds are, we can avoid them. Not so. Noticing that we've strayed from the primary objective is difficult because our attention tends to fix on the most immediate issues.
- Mental discipline can help maintain attention on the objective, in spite of the most insistent weed-like matters. Regular reminders of goals are helpful — every few minutes in a meeting, every week in a project, every month for a business unit, or every quarter for the enterprise.
- Two ideas: (1) My screen saver reads: "Are you working on something that really matters?" (2) In meetings, designate someone as a weed detector and give him or her authority to halt the meeting's proceedings whenever the group might be in the weeds.
Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenxoCGpaHSagfyniJoner@ChaczNpnnHLtUcFJPvtOoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- FedEx, Flocks, and Frames of Reference
- Your point of view — or reference frame — affects what you see, and how you experience the
world around you. By choosing a reference frame consciously, you can see things differently, and open
a universe of new choices.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Changing the Subject: I
- Whether in small group discussions, large meetings, or chats between friends, changing the subject of
the conversation can be constructive, mischievous, frustrating, creative, tension relieving, necessary,
devious, or outright malicious. What techniques do we use to change the subject, and how can we cope
- The prevalence of overwork has increased with the depth of the global recession, in part because employers
are demanding more, and in part because many must now work longer hours to make ends a little closer
to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.
- How to Avoid Getting What You Want
- Why would you want to know how to avoid getting what you want? Well, suppose you had perfected ways
of avoiding getting what you want, but you weren't aware that you were doing it. This one's for you.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUAnBKmmIywrEMpoKner@ChackHRbOIYCbZtveGOooCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- 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)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- 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.