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Archive of Point Lookout for 2010

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Probably not the kind of waiting we have in mind hereComing July 26: Strategic Waiting
Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
Srinivasa RamanujanAnd on August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.

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December 29, 2010

Silly BandzBusiness Fads and Their Value
Fads in business come and go, like fads anywhere. In business, though, their effects can be so expensive that they threaten the enterprise. Still, the ideas and methods that become fads can have intrinsic value. Where does that value come from? Where does it go?

December 22, 2010

U.S. Air Force Staff Sgt. Christa Quam holds her puppyBe With the Real
When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed that we lose awareness of the real and the important. Here are some suggestions for being with the Real.

December 15, 2010

A spider plant, chlorophytum comosum.What Enough to Do Is Like
Most of us have had way too much to do for so long that "too much to do" has become the new normal. We've forgotten what "enough to do" feels like. Here are some reminders.

December 8, 2010

Post-War Lionel TrainsWhen It's Just Not Your Job
Has your job become frustrating because the organization has lost its way? Is circumventing the craziness making you crazy too? How can you recover your perspective despite the situation?

December 1, 2010

A New England stone wallHow to Misunderstand Somebody Else
Misunderstandings are commonplace at work, as in most of the rest of Life. At work, they might be even more commonplace, because at work it sometimes seems that people are actually trying to misunderstand. Here's a handy guide for those who want to get better at misunderstanding others.

November 24, 2010

Firefighter lighting grass using a drip torchBeyond Our Control
When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed. We could have done more. But is that really true? Aren't some things beyond our control?

November 17, 2010

The Japanese battleship Yamato during machinery trials 20 October 1941Durable Agreements
People at work often make agreements in which they commit to cooperate — to share resources, to assist each other, or not to harm each other. Some agreements work. Some don't. What makes agreements durable?

November 10, 2010

Sherlock Holmes and Doctor WatsonHow to Make Good Guesses: Tactics
Making good guesses probably does take talent to be among the first rank of those who make guesses. But being in the second rank is pretty good, too, and we can learn how to do that. Here are some tactics for guessing.

November 3, 2010

The Bay of Whales off the Ross Ice Shelf, AntarcticaHow to Make Good Guesses: Strategy
Making good guesses — guessing right — is often regarded as a talent that cannot be taught. Like most things, it probably does take talent to be among the first rank of those who make conjectures. But being in the second rank is pretty good, too, and we can learn how to do that.

October 27, 2010

A centrifugal governorSixteen Overload Haiku
Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.

October 20, 2010

Part of one of the tunnel boring machines used to build the tunnel under the English ChannelForward Backtracking
The nastiest part about solving complex problems isn't their complexity. It's the feeling of being overwhelmed when we realize we haven't a clue about how to get from where we are to where we need to be. Here's one way to get a clue.

October 13, 2010

The Dalles of the St. Croix RiverThe Politics of the Critical Path: II
The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience the unique politics of the critical path.

October 6, 2010

Eggs Sardou at Lucile's: poached eggs, creamed spinach, gulf shrimp, gritsManagement Debt: II
As with technical debt, we incur management debt when we make choices that carry with them recurring costs. How can we quantify management debt?

September 29, 2010

Soldiers of IX Engineering Command, U.S. Army Air Force, putting down a Pierced Steel Planking (PSP) Runway at an Advanced Landing Ground under construction somewhere in France following the Normandy Landings of World War IIManagement Debt: I
Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths — that lead to recurring costs that are typically higher than alternatives. Why do we take on management debt? How can we pay it down?

September 22, 2010

A section of the Rose Kennedy Greenway in Boston in 2008The Politics of the Critical Path: I
The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest completion date of the effort. If you're responsible for one of these tasks, you live in a unique political environment.

September 15, 2010

Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordGroup Problem-Solving Tangles
When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.

September 8, 2010

A 1928 Ford Model A Business CoupeClueless on the Concept
When a team member seems not to understand something basic and important, setting him or her straight risks embarrassment and humiliation. It's even worse when the person attempting the "straightening" is wrong, too. How can we deal with people we believe are clueless on the concept?

September 1, 2010

Gen. Patton and Gen. Weyland photographed at Nancy, FranceWhat Insubordinate Non-Subordinates Want: III
When you're responsible for an organizational function, and someone not reporting to you doesn't comply with policies you rightfully established, trouble looms. What role do supervisors play?

August 25, 2010

Comparison of energy consumption of compact fluorescent bulbs with incandescent bulbsWhat Insubordinate Non-Subordinates Want: II
When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?

August 18, 2010

Male peponapis pruinosa — one of the "squash bees."What Insubordinate Non-Subordinates Want: I
When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?

August 11, 2010

The Stevens Memorial Library in Ashburnham, MassachusettsTake Charge of Your Learning
Many of us let others set our learning agendas — peers, employers, or the mass media. But you can gain much both personally and professionally by setting your own learning agenda.

August 4, 2010

Small cage with canary used in testing for carbon monoxide after the Hollinger Mine fire on February 10, 1928On Being the Canary
Nobody else seems to be concerned about what's going on. You are. Should you raise the issue? What are the risks? What are the risks of not raising the issue?

July 28, 2010

Senator Carter Glass (Democrat of Virginia) and Representative Henry B. Steagall (Democrat, Alabama Third), the co-sponsors of the Glass-Steagall ActExploiting Failed Ideas
When the approach you've been using fails, how do you go about devising Plan B? Or Plan C? Here are some ways to find new approaches by examining failures.

July 21, 2010

The Boy Who Cried Wolf, illustrated by Milo Winter in a 1919 Aesop anthologyWhy Don't They Believe Me?
When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor. How does this happen?

July 14, 2010

A dwarf apple tree typical of modern commercial varietiesWacky Words of Wisdom
Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules. We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more dangerous ones.

July 7, 2010

A Kemp's Ridley sea turtle (Lepidochelys kempi), ashore, probably to lay eggsSeven Ways to Get Nowhere
Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making no real progress towards the goal. How does this happen? What can you do about it?

June 30, 2010

The reverse side of the U.S. quarter dollar coin issued in 2000, honoring the state of New HampsireHow to Undermine Your Boss
Ever since I wrote "How to Undermine Your Subordinates," I've received scads of requests for "How to Undermine Your Boss." Must be a lot of unhappy subordinates out there. Well, this one's for you.

June 23, 2010

A Cliff Chipmunk in Saguaro National Park in ArizonaThis Is the Only Job
You have a job. Even though you liked it once, those days are long past, and a return is improbable. If you could, you'd hop to another job immediately, but economic conditions in your field make that unlikely. How can you deal with this misery?

June 16, 2010

A scene from the Orphan Girl Theatre's production of Antigone at the Butte Center for the Performing ArtsStalking the Elephant in the Room: II
When everyone is thinking something that no one dares discuss, we say that there is "an elephant in the room." Free-ranging elephants are expensive and dangerous to both the organization and its people. Here's Part II of a catalog of indicators that elephants are about.

June 9, 2010

An elephant family drinking, Samburu National Reserve KenyaStalking the Elephant in the Room: I
The expression "the elephant in the room" describes the thought that most of us are thinking, and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging elephants present intolerable risks to both the organization and its people.

June 2, 2010

A fiddler crab, resident of the Ashepoo Combahee Edisto (ACE) Basin National Estuarine Research Reserve in South Carolina, USACommunication Traps for Virtual Teams: II
Communication can be problematic for any team, especially under pressure. But virtual teams face challenges that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.

May 26, 2010

Edward Bernays, nephew of Sigmund Freud and an early pioneer in the field of Public RelationsCommunication Traps for Virtual Teams: I
Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

May 19, 2010

President Harry S. Truman, and Gen. Douglas MacArthur, meeting at Wake Island, 14 October 1950The Perils of Political Praise
Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.

May 12, 2010

A Hug-Free Zone posterUnwanted Hugs from Strangers
Some of us have roles at work that expose us to unwanted hugs from people we don't know. After a while, this experience can be far worse than merely annoying. How can we deal with unwanted hugs from strangers?

May 5, 2010

A Lockheed L-1011 Tristar aircraft like the one flown by Eastern Airlines flight 401Problem Not-Solving
Group problem solving is a common purpose of meetings. Although much group problem solving is constructive, some patterns are useless or worse. Here are some of the more popular ways to engage in problem not-solving.

April 28, 2010

Captain Robert F. Scott and most of his team returning from the South PoleProject Improvisation and Risk Management
When reality trips up our project plans, we improvise or we replan. When we do, we create new risks and render our old risk plans obsolete. Here are some suggestions for managing risks when we improvise.

April 21, 2010

A section of the walls of Conwy Castle showing a battered plinthHow to Undermine Your Subordinates
People write to me occasionally that their bosses undermine them, but I know there are bosses who want to do more undermining than they are already doing. So here are some tips for bosses aspiring to sink even lower.

April 14, 2010

Dunlin flock at Nelson Lagoon, AlaskaProject Improvisation as Group Process
When project plans contact reality, things tend to get, um, a bit confused. We can sometimes see the trouble coming in time to replan thoughtfully — if we're nearly clairvoyant. Usually, we have to improvise. How a group improvises tells us much about the group.

April 7, 2010

In-flight portrait of the Apollo 13 Environmental Control SystemProject Improvisation Fundamentals
Project plans are useful — to a point. Every plan I've ever seen eventually has problems when it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's Part I of a set of tips for mastering project improvisation.

March 31, 2010

A Turkey Vulture and its mimic, a Zone-Tailed HawkBiological Mimicry and Workplace Bullying
When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently act before they're really ready. Here's a metaphor that explains the value of waiting for the right time to act.

March 24, 2010

"Taking an observation at the pole."Risk Management Risk: II
Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some guidelines for reducing risk management risk arising from risk interactions and change.

March 17, 2010

Example of an unsecured driver-side floor mat trapping the accelerator pedal in a 2007 Toyota Lexus ES350Risk Management Risk: I
Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked, and therefore often unmitigated. We can reduce this risk by applying some simple procedures.

March 10, 2010

Admiral Edward Ratcliffe Garth Russell Evans, first Baron Mountevans of ChelseaGuidelines for Delegation
Mastering the art of delegation can increase your productivity, and help to develop the skills of the people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.

March 3, 2010

George III, King of Great Britain and King of Ireland, 1738-1820What Is Workplace Bullying?
We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace relationships. To deal effectively with it, we must know how to recognize it. Here's a start.

February 24, 2010

The Gatun Locks of the Panama CanalThe Power of Situational Momentum
For many of us, the typical workday presents a series of opportunities to take action. We often approach these situations by choosing among the expected choices. But usually there are choices that exploit situational momentum, and they can be powerful choices indeed.

February 17, 2010

USS Indianapolis' last Commanding Officer, Captain Charles B. McVay, IIIThe Politics of Lessons Learned
Many organizations gather lessons learned — or at least, they believe they do. Mastering the political subtleties of lessons learned efforts enhances results.

February 10, 2010

Senator Joseph R. McCarthy (Democrat of Wisconsin)Confronting the Workplace Bully: II
When bullied, one option is to fight back, but many don't, because they fear the consequences. Confrontation is a better choice than many believe — if you know what you're doing.

February 3, 2010

The U.S. Federal Correctional Institution at Danbury, ConnecticutConfronting the Workplace Bully: I
When a bully targets you, you have three options: accept the abuse; avoid the bully or escape; and confront or fight back. Confrontation is a better choice than many believe — if you know what you're doing.

January 27, 2010

President Barack Obama with Stevie WonderWhat You See Isn't Always What You Get
We all engage in interpreting the behavior of others, usually without thinking much about it. Whenever you notice yourself having a strong reaction to someone's behavior, consider the possibility that your interpretation has outrun what you actually know.

January 20, 2010

A group of Emperor PenguinsWhat Do You Need?
When working issues jointly with others, especially with one other, we sometimes hear, "What do you need to make this work?" Your answers can doom your effort — or make it a smashing success.

January 13, 2010

A view of Hut Point, in Anarctica, base of the Discovery Expedition (1901-1904) of Robert. F. ScottCovert Bullying
The workplace bully is a tragically familiar figure to many. Bullying is costly to organizations, and painful to everyone within them — especially targets. But the situation is worse than many realize, because much bullying is covert. Here are some of the methods of covert bullies.

January 6, 2010

The Shining Flycatcher, native of Northern Australia and Southwest Pacific islandsBacktracking in Incremental Problem Solving
Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.

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