Oliver was stunned. "Let me see if I understand — Dana, you're saying that the reason we can't get the emulator to run is that we need the 4.03 system upgrade? And Jan, you knew the emulator wouldn't run in 4.01, but you thought Dana wouldn't need the emulator before March? Do I have this right?"
"Yep," from Dana.
"Right," from Jan.
"Well," Oliver continued, "how come Jan didn't know we would need the emulator in January?"
"Easy," Jan replied. "The schedule said March."
Dana added, "Back when we were scheduling, the Ajax Phase 2 tests didn't need the emulator, so I didn't tell you I needed it."
Oliver, Dana, and Jan are caught in a trap that awaits many project teams. Together, they had all the information they needed to avoid the trap. They just didn't know they did. Each one of them thought everything was OK — until the problem arose. And it was only when the problem arose that they found out, together, that if they had only shared what they already knew, they could have avoided the problem altogether.
You've probably had this experience yourself, but you can reduce the chances of having it again by playing a game called "What Haven't I Told You?" It's similar to brainstorming.
are often emergent.
They're made of
each of which was
known to somebody.You play the game with a small group of about ten or fifteen people, and it helps if someone acts as a facilitator and scribe. In each round, the players think of something that they know but haven't talked about, and that they haven't heard anyone else talk about. Then in turn, the players describe their items to the group. The scribe records each item. As in brainstorming, there is no evaluation.
As a player, you try to think of something so detailed or arcane that other people probably don't know it or haven't thought of it. And it should be important enough that it has implications for at least some other people on the team.
After the ideas stop flowing, the group can rank them according to relevance, cluster them according to relationship criteria, or apply morphological analysis.
Here are some tips for finding good stuff for your next game of What Haven't I Told You? Ask yourself these questions:
- If I wanted to sabotage the team's effort in a subtle way, what information would I withhold? What would I change? What would I lie about?
- If someone else were trying to sabotage my efforts, what information would they want to withhold from me, or change, or lie to me about?
- Aside from my formal deliverables, what am I doing that anyone on the team could conceivably care about?
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
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:
- At the Sound of the Tone, Hang Up
- When the phone rings, do you drop whatever you're doing to answer it? Do you interrupt face-to-face
conversations with live people to respond to the jerk of your cellular leash? Listen to seemingly endless
queues of voicemail messages? Here are some reminders of the choices we sometimes forget we have.
- Enjoy Every Part of the Clam
- Age discrimination runs deep, well beyond the hiring decision. When we value each other on the basis
of age, we can deprive ourselves and our companies of the treasures we all have to offer.
- Down in the Weeds: II
- To be "down in the weeds," in one of its senses, is to be lost in discussion at a level of
detail inappropriate to the current situation. Here's Part II of our exploration of methods for dealing
with this frustrating pattern so common in group discussions.
- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
and high performance becomes impossible. How can we reduce the incidence of holding back?
- The Risks of Too Many Projects: II
- Although taking on too many projects risks defocusing the organization, the problems just begin there.
Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.
Although the game of "What Haven't I told You" can be valuable for almost any group to play every once in a while, its value increases as the pace of unexpected events increases. My program, "Managing in Fluid Environments," explores how to apply this process to bring forth valuable but hidden information in situations where changes come along at such a rapid rate that the next change comes along before we reach the "New Status Quo" of the changes we're already dealing with. More about this program.
Are you planning an offsite or retreat for your organization? Or a conference for your professional society? My programs are fresh, original, and loaded with concrete tips that make an immediate difference. rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming 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.
- And on September 4: How Messages Get Mixed
- Although most authors of mixed messages don't intend to be confusing, message mixing does happen. One of the most fascinating mixing mechanisms occurs in the mind of the recipient of the message. Available here and by RSS on September 4.
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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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 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.