It's easy to estimate the cost of physical clutter at home or at work. Obvious costs include the cost of the items themselves, plus the cost of the space they occupy. Other costs include the effort required to find an item among all the clutter; cleaning, heating, and cooling; insurance; fire, flood, and other casualty losses; unnecessary purchases to replace what can't be found among the clutter, and on and on.
Most physical cost sources of home clutter have clear analogs at work. In the workplace, though, we have forms of clutter that have few clear analogs at home, because they're virtual, which makes them difficult to recognize. We rarely account for the burdens imposed by virtual clutter.
Here's Part I a short catalog of forms of virtual clutter, including brief discussions of the burdens they impose. Let's begin with the highest-level forms of virtual clutter.
- Most organizations have collections of policies and procedures. Over time, these edicts accumulate virtual clutter: policies that no longer apply, or exceptions that are no longer needed. The virtual clutter can make it difficult for policy authors to notice internal contradictions, or to discern the gaps in coverage for new cases that have arisen since the policies were created or last revised.
- Many organizational policy documents are now available on line. They're searchable, which makes them easier to use. Searchability also facilitates removing internal inconsistencies and updating the policies to remove virtual clutter. Excuses for virtual clutter in a searchable policy base are rather lame.
- Strategic plans
- Some strategic Some strategic plans contain
initiatives that cannot work if
funded at the low levels that the
organization can actually affordplans contain initiatives that cannot work if funded at the low levels that the organization can actually afford. Underfunded initiatives yield too little benefit, too late to matter. They are virtual clutter. They defocus the strategic plan, and disrupt its coherence.
- How such initiatives persist is a topic for another time. For now, let's just begin to recognize them as virtual clutter, and do what we can to end them as soon as practical. Until we address the root causes of their existence, we'll likely see more examples in future strategic plans.
- Organizational processes tend to have interfaces to other processes. When we alter processes, we don't always review the processes with which they interact. Consequently, over time, some processes develop now-unnecessary baggage that was once intended to support the needs of other processes, or make up for their shortcomings. An example: requiring the approval of a manager who no longer has appropriate authority, or worse, requiring the approval of a representative of a department that no longer exists.
- When processes change, review all processes with which they interact. When we reconfigure the enterprise, we must systematically review all processes that control the activities affected.
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? rbrenvQaHRabZqFcucuYfner@ChactGetPNlytDddRTgVoCanyon.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:
- When You Think They've Made Up Their Minds
- In tough negotiations, when attempts to resolve differences have failed, we sometimes conclude that
"they've made up their minds," but other explanations abound. Keeping an open mind about why
other people seem to have closed theirs can help us find a resolution.
- Names and Faces
- Most of us feel recognized, respected, and acknowledged when others use our names. And many of us have
difficulty remembering the names of others, especially those we don't know well. How can we get better
at connecting names and faces?
- Give It Your All
- If you have the time and resources to read this, you probably have a pretty good situation, or you have
what it takes to be looking for one. In many ways, you're one of the fortunate few. Are you making the
most of the wonderful things you have? Are you giving it your all?
- How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and
provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we
get rid of it?
- The Deck Chairs of the Titanic: Task Duration
- Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic.
We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend
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 rbrenYoefnYUnISGlLXTjner@ChacWqHgNFFAQOcKxXLRoCanyon.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.