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.
Across 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 themEffective 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. Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- What Makes a Good Question?
- In group discussion or group problem solving, many of us focus on being the first one to provide the
answer. The right answer can be good; but often, the right question can be better.
- Ten Reasons Why You Don't Always Get What You Measure: III
- The phrase "You get what you measure," has acquired the status of "truism." Yet
many measurement-based initiatives have produced disappointing results. Here's Part III of an examination
of the idea — a look at management's role in these surprises.
- Seven 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?
- 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.
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
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