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? rbrenldmSmzqfotWuRvvmner@ChacwDeyeqldDqfqYjrJoCanyon.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:
- Working Journals
- Keeping a journal about your work can change how you work. You can record why you did what you did,
and why you didn't do what you didn't. You can record what you saw and what you only thought you saw.
And when you read the older entries, you can see patterns you might never have noticed any other way.
- Assumptions and the Johari Window: I
- The roots of both creative and destructive conflict can often be traced to differing assumptions of
the parties to the conflict. Working out these differences is a lot easier when we know what everyone's
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- Decisions: How Looping Back Helps
- Group decision-making often proceeds through a series of steps including forming a list of options,
researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach
yields disappointing results. Why?
- Managing Hindsight Bias Risk
- Performance appraisal practices and project retrospectives both rely on evaluating performance after
outcomes are known. Unfortunately, a well-known bias — hindsight bias — can limit the effectiveness
of many organizational processes, including both performance appraisal and project retrospectives.
Forthcoming issues of Point Lookout
- Coming April 25: Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict. These consequences limit the ability of the organization to achieve its goals. In this part of our series we examine the effects of exploiting others for personal ends. Available here and by RSS on April 25.
- And on May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenzZeytvfXyyxJpfNlner@ChacLGNdCkNCoDkvPFKUoCanyon.com or (650) 787-6475, 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
- 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.