How long is your To-Do list? Too long, probably. So long that you barely have time to maintain it. Have you ever started to work on one item, only to find that you can't deal with it until you address something else? Do you ever add a completed item to your list, just for the pleasure of checking off something?
We can track only so many issues at once, and when we try to resolve them, the interactions between them make it hard to know where to start. We become confused by the tangle of problems we face.
I call this phenomenon the Zebra Effect, because it's so much like the problem the lioness faces on a zebra hunt. We can deal with it, but we must take some lessons from the lioness.
When the zebras run from the lioness, they run in a herd, because a zebra's stripes are its best defense. In a galloping herd, the stripes jumble and seem to intermingle, and the lioness, which cannot see color, is unable to resolve a single zebra from among the herd. Unless one of the zebras somehow becomes separated from the herd, the lioness is unlikely to be successful. The genius of the lioness as a hunter is her ability to force the right zebra to separate from the herd.
in herdsOrganizational problems use the same defense the zebras do — they travel in herds to protect each other. As the hunter, your strategy most likely to succeed is to isolate and make visible the next solvable problem, reducing the field of problems one by one. Just as in a zebra hunt, solving one problem makes the next one more solvable and skipping the wrong one makes the next one less solvable. Here are some tips derived from hunting zebra.
- The number of issues you face is a problem in itself. Do whatever you can to keep the issue count as low as possible.
- The issues you can't deal with at all do keep you from zeroing in on those you can deal with. Eliminate from the list anything you know you simply cannot do yet. Put it on a "To Do Later" list and get it out of the way.
- Some issues are well isolated, with little connection to others. Hunt them down and get them done. Next, go after those that have relatively little connection to other issues or to things beyond your control.
Keep in mind that to get at any one problem might require that you first solve one that you don't know about yet, and you might not find out about the hidden problem until you begin. When that happens, do what the lioness does — go after a different zebra. Top Next Issue
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
For applications of the Zebra Effect, see "Figuring Out What to Do First," Point Lookout for June 4, 2003; "Keep a Not-To-Do List," Point Lookout for December 26, 2001; and "Devious Political Tactics: More from the Field Manual," Point Lookout for August 29, 2012.
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Abraham, Mark, and Henny
- Our plans, products, and processes are often awkward, bulky, and complex. They lack a certain spiritual
quality that some might call elegance. Yet we all recognize elegance when we see it. Why do we make
things so complicated?
- Critical Thinking and Midnight Pizza
- When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly
observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers,
and people can suffer. To be right more often, we must master critical thinking.
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- The Questions Not Asked
- Often, the path to forward progress is open and waiting, but we don't recognize it, or we convince ourselves
it isn't there. Learning to see what we believe isn't there is difficult. Here are some reasons why.
- Sixteen 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.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.