Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 14;   April 3, 2002:

Abraham, Mark, and Henny

by

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?

As Helen clicked to the next slide, Steve returned from his daydream, suppressing a yawn. He was still sitting in the strategy review. The strategy was well documented, carefully researched, and so complex that it was unfathomable. He thought maybe that was why he had checked out, though he couldn't be sure. It didn't matter — in three months, they'd be reviewing Unfathomable Strategy 1.0.1.

Something from Abraham, from Mark and from HennyAcross the courtyard, something similar was happening in a project review. A different team (engineers instead of executives), and a different document (a project plan instead of a strategic plan), but the same astonishing complexity, and the same life expectancy — in three months, they would be reviewing Unexecutable Project Plan 1.0.1.

Our plans, products and processes are often so complex that even their authors cannot understand them. Gratuitous complexity, so deeply embedded in our organizations, is also visible in our personal schedules, filled with tasks and frenzy. Even the email we send each other is too voluminous to sort, too long to read and too complicated to understand.

Our plans, products and
processes are often so complex
that even their authors
cannot understand them
Effective plans, usable products, and reliable processes are simple and elegant. Somehow, we've turned that idea on its head — we confuse complexity with quality and detail with completeness.

We can learn about simplicity and elegance from the work of three great artists:

  • Abraham Lincoln's Gettysburg Address has 268 words. One paragraph of one section of a procedure manual can be longer than the Gettysburg Address.
  • Mark Rothko's paintings, especially his later work, are studies in form and color — paradigms of beauty and simplicity. View some of his work at the Rothko exhibit at the National Gallery of Art, and compare it with your company's Web site.
  • Henny Youngman is perhaps most famous for his fiddle and for this one-liner: "Take my wife…please." Just four words. How long is your company's mission statement or your project's vision statement?

If great artists can accomplish so much with so little, why do we make things so complicated? Here are a few possibilities:

Complexity addiction
Some of our finest minds work in Product Development and in Strategic Planning. They like difficult problems, and when a problem isn't difficult enough, they sometimes make it a little more difficult than they need to.
Solving the wrong problem
Facing unhappy customers, we sometimes use new features or products to recover market share. But often, a better approach to solving customer service problems is to fix customer service. Solve the real problem.
Leadership failure
Architects of organizational initiatives often include elements simply to placate powerful constituencies who would object if they weren't included. We sometimes use complexity to mask a failure of leadership.

Simplicity, elegance, and effectiveness begin with you. Make a collage of something from Abraham, something from Mark, and something from Henny. Put it on your desk to remind you of the connection between simplicity, elegance, and effectiveness. Go to top Top  Next issue: How We Avoid Making Decisions  Next Issue

Rick BrennerThe 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

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Browsing books in a library. So many books, we must make choicesComing October 27: Five Guidelines for Choices
Each day we make dozens or hundreds of choices — maybe more. We make many of those choices outside our awareness. But we can make better choices if we can recognize choice patterns that often lead to trouble. Here are five guidelines for making choices. Available here and by RSS on October 27.
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For organizations in crisis, some but not all their people understand the situation. Toxic conflict can erupt between those who grasp the problem's severity and those who don't. Trying to resolve the conflict by educating one's opponents rarely works. There are alternatives. Available here and by RSS on November 3.

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Many The Power Affect: How We Express Personal Powerpeople 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.

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