When we succeed, we rarely have difficulty finding possible explanations. People tend to volunteer them, especially if they're seeking personal credit. But when we fail, candidate explanations can be more difficult to uncover, even when we gather for sessions intended to find those explanations.
When we work as groups to learn what might be the underlying causes of failures, we can encounter patterns that create obstacles to learning. I cataloged some of them back in 2012, but I've since encountered a few more.
The scene is a group session convened to determine what we might do better, what we might stop doing, or what we might start doing. I'll use the names Willis or Wanda for the person who is withholding information.
- Withholding in case of plausible ignorance
- When Wanda has a critical piece of information, but feels that it might reflect badly on her, or on someone who might retaliate if she reveals it, she is inclined to withhold it if she feels certain that nobody else knows that she knows.
- Psychological safety is a prerequisite for productive retrospectives. Learn how to establish it, and how to verify that you have it.
- Withholding when misapprehension is clear
- Even though Willis believes that people misunderstand what happened, he doesn't offer his view of the events, for reasons similar to Wanda's above.
- Do what you can to verify that the interpretation of events you believe is shared is actually shared. Ask open-ended questions about how things could have gone differently, and what would have been necessary for other things to happen.
- Intentionally underplaying or slanting
- In a Do what you can to verify
that the shared interpretation
of events is actually sharedtechnique commonly known as spinning, Wanda presents a slanted view of the information she's disclosing.
- Watch for "weasel words" — constructions that present an impression of substance, but which are unattributed, or so ambiguous, or so cleverly hedged that Wanda can later claim, "I never said that."
- Hiding critical information in clouds of irrelevance
- When Willis feels compelled to disclose something he'd rather withhold, he can bury it in other spew he doesn't mind revealing. For example, in claiming that he knew in advance that a certain wrong-headed decision should never have been made, he might not explicitly mention his own absence from the meeting that made that decision.
- Clear away the fluff. Maintain a focus on the purpose of the exercise.
- Withholding relevant information unless specifically requested
- Here Wanda withholds a critical fact, and everything related to it, unless someone happens to probe for it.
- Ask broad, random, open questions: "Does anyone know anything about any email messages that never arrived?" Spread a wide net that will oblige everyone with related information to speak up. Special safety measures might be required. For example, consider accepting anonymous responses.
I'm still gathering entries for this catalog. If you have candidates, rbrendyXWQgYooTHkpFtxner@ChacTjknSpJXdDrEYTpAoCanyon.comsend them along. First in this series Next in this series Top Next Issue
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More articles on Project Management:
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including project management. But project managers can learn even more if we investigate battlefield tactics.
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other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
- Ten Approaches to Managing Project Risks: III
- Project risk management strategies are numerous, but these ten strategies are among the most common.
Here are the last three of the ten strategies in this little catalog.
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for self-control. Here are some strategies for limiting these effects on priority setting.
- 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
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that are outside — or mostly outside — our awareness.
Forthcoming issues of Point Lookout
- Coming May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
- And on June 7: The Knowledge One-Upmanship Game
- The Knowledge One-Upmanship Game is a pattern of group behavior in the form of a contest to determine which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's ability to collaborate. Available here and by RSS on June 7.
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- 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 an upcoming date
for this program:
- 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 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's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England 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.