After the game, the reporters descend on the locker rooms. Most fascinating to me are the quotes from players in the Loser's Locker Room. They're feeling bad, yet most of the time they manage to say something that doesn't have to be bleeped. "They wanted it more than we did," or "The ball just didn't bounce our way." Some of these clichés have hidden meanings, and if you know the team well enough, you can understand what the players are really saying.
So it is with project status reports. Sometimes we struggle to put the best spin on the facts, or to convey indirectly a message that we cannot — or dare not — convey directly.
Have you learned to read, write, and speak Status-Report? Status-Report is a language that uses the same grammar and syntax as your own language, but the words mean something different. If you want to learn Status-Report, here are some examples.
Find an old status report from a troubled project — maybe a report you wrote yourself. Translate it from Status-Report into plain language. How much more useful would it have been in that form? Top Next Issue
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More articles on Personal, Team, and Organizational Effectiveness:
- Take Regular Temperature Readings
- Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions, and mistaken
suppositions, teams need open communications. But no one has a full picture of everything that's happening.
The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations,
frustrations, and feelings.
- The True Costs of Cubicles
- Although cubicles do provide facility cost savings compared with walled offices, they do so at the price
of product development delays and increased product development costs. Decisions of facilities planners
can have dramatic project schedule impact.
- When we steer the discussion away from issues to attack the credibility, motives, or character of our
debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical,
and it leads to bad, expensive decisions that we'll probably regret.
- Finding the Third Way
- When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus
on the differences between the contrasting positions. Focusing instead on their similarities can be
a productive technique for reaching agreement.
- Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite
our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
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- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.
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- …extremely accurate, inspiring and applicable to day-to-day … invaluable.