Yesterday I went to buy fruit at my local market. Picking out some nice peaches, I noticed that the cherry boxes were empty. So I walked over to a man in a white shirt, who was feverishly stacking lettuce, and asked about the cherries. He had on a nametag that read "Stan."
When you rank problems
according to total cost,
think short term
and long term"I'll go look, be right back, sir," he said, and disappeared through the swinging doors at the back of the store. Stan is always helpful.
Meanwhile I went looking for grapes. They were low, too, as were the nectarines. Unusual, I thought. I moved on, and got lost in thought picking out sweet corn.
A few minutes later, Stan returned and called to me: "Got the cherries, sir."
"Thanks, Stan," I said, as I met him at the cherries. "A little behind today, eh?" I asked.
"Yeah, the morning guy no-showed, and I just can't catch up."
As we chatted, a woman approached and asked about the grapes.
"I'll go look, be right back, ma'am," he said to her, and left again through the swinging doors.
Now I understood: Stan was behind because he had been spending too much time with singleton service requests, and not enough time on catching up. I didn't blame him — he was probably following instructions — but it's a heck of a way to run a produce department.
And that's how many of us deal with similar situations. When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
- Understand present value
- Rank problems according to total cost — the short-term cost plus the present value of the long-term cost. Giving too much weight to short-term cost can keep you from finding a more effective approach. In the produce department, making a single trip to deal with several stockouts at once could have helped Stan catch up.
- Manage the escalation process
- Why are you flooded? Are problems coming to you when they ought to be dealt with elsewhere? Monitor escalations to ensure that they happen only when they should.
- Detect before affect
- Measure the incidence, resolution, and escalation rates at all levels that deal with problem triage. This alerts everyone in the escalation chain as a pulse of problems moves along. It helps them plan, and prevents the false starts that happen when they have to drop one problem to solve another.
Sometimes the feeling of being flooded is a problem in itself, because we can't think clearly under pressure. Accept that in a flood, you're bound to get a little wet, and focus on clearing the flood as best you can. Top Next Issue
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- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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.
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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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