Point Lookout
a free weekly publication of Chaco Canyon Consulting

Gems from Past Issues of Point Lookout

Here are some gems from past issues of Point Lookout, a weekly email newsletter of tips, insights and perspectives for people in dynamic problem-solving organizations. Bookmark this page. Or browse the archive by date or by topic. Subscribe now.

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When we require that every effort produce deliverable results, we create a culture that's averse to taking the kind of risks that are often necessary to complete projects successfully. More
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When things are OK, we sometimes can't see how much better things could be. More
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Subtly clever solutions are often camouflaged by the irrelevant. Try throwing away items that you already know, and then examine what's left. More
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Interrupting people is the best way to get them not to hear you. More
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Status is only status. Your worth as a person — as a parent to your children, as a spouse to your spouse, and as a human being — transcends organizational status. More
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For those project managers who negotiate with vendors, time pressure can lead to temptation to yield, based on a belief that we can "close the gap later" through cleverness during execution. More
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During a pandemic, if you must meet face-to-face, use the largest available conference room. Larger rooms have better ventilation, and there's more room to spread out. More
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Controlling corrosive "buts" is one step in keeping conflict constructive. Taking that step helps you see the next one. More
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Distributing blame across the entire team is one way to prevent scapegoating. It also has an unintended consequence — it validates the idea of assigning blame. More
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To increase productivity, don't let people use company facilities for private purposes. Conventional wisdom? Or conventional foolishness? More
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Managers are people who couldn't hack it doing real work. Conventional wisdom? Or conventional foolishness? More
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Especially if they're very strong, our biases and preferences affect our judgment. Our biases sometimes arise from our investments. What's at stake? Is there much to gain or lose? More
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Not everyone "gets it" in the same way. Offer alternative ways to understand the change and its implications, and offer these ways in multiple formats.
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Packing the menu of employee benefits doesn't solve the problem of substandard benefits. More
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A rowboat with a leak above the water line won't leak. You can ignore some problems because the conditions that make them troublesome are provably not present. More
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If you're essential to organizational success in your current position, you're difficult to replace. Not so good if you want to be promoted. Share what you know. More
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In resolving person-to-person conflict, avoid blaming — it just encourages defensiveness. And blaming a third party can be a way of avoiding the issue between the two of you.
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We have to do this because customers are pressing us. Conventional wisdom? or conventional foolishness? More
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If you always take the "best" route when you go somewhere, even for routine errands, and never try a different or more adventurous route, you might be micromanaging yourself. More
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When we move from the limelight back to a more familiar place, we can feel ignored, unappreciated, and unloved. We're especially vulnerable when we've let accolades define our self-esteem. More

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