Nelson didn't know what more he could say. "I understand that there's still a lot that needs to be done, but I'd like to know what would happen if we declared victory and moved on to the next version."
Kathy spoke for the designers. "Hard to predict," she said. "Our original concept is seriously flawed. Many customers will be very unhappy with what we have."
Nelson was now exasperated. "How unhappy? In what way unhappy? What would be the effect of delay on market share?"
"I wouldn't know," replied Kathy, "but it's probably not good."
If you've ever put two or three years of your life into a project — a new product, a new law, a roadway, a book or a film — you've probably asked, "Is it good enough?" And maybe you've answered, "Not yet."
Some of our need for delay is real, and some could be the attachment we form to the product of our creativity. How can we learn to distinguish attachment from a real need for more work?
American Indians of the Southwestern U.S. are renowned for their arts, and especially for their textiles — blankets and rugs of incomparable design and multiple symmetries.
How do we know
when our work
is good enough?When Navajo designs have borders, they typically include a "Weaver's Pathway," sometimes called the "Spirit Line." It's a small line of contrasting color that passes from the inner field, penetrating the borders, until it reaches one edge. When non-Navajos notice it, they often see it as a flaw, because it violates all the symmetries of the pattern.
Noël Bennett, a longtime student of Navajo arts, explains the Weaver's Pathway as a means of escape. The artists fear that as they focus their energies on the work, the borders of the rugs (or blankets or pots or baskets) could entrap the artists' spirits, and they might lose their ability to create any more beautiful works.
According to Bennett, Navajo weavers describe this trapped state as "too much weaving," or "closing yourself in." The Weaver's Pathway reminds them that entrapment in the work is a threat to future creativity.
We face a similar risk in the project work that we do. We put much of ourselves into our projects, but we must remember to leave ourselves a way out, lest we become entangled in the work. That way out must violate the pattern of the work. An inelegance, asymmetry, or incompleteness, rather than being a sign of our incompetence, actually gives us a way to move to the next project.
When you next feel the need to make your work perfect, and people around you are asking you to let go, remember the Weaver's Pathway — look at the imperfections, and see them as a way to move on. Top Next Issue
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
For more about the Navajo view, see Noël Bennett. The Weaver's Pathway: A clarification of the "Spirit Trail" in Navajo weaving. Flagstaff, AZ: Northland Press, 1974. Order from Amazon.com.
Your comments are welcomeWould you like to see your comments posted here? rbrenKcsaiJVzgywzNErFner@ChacEZZsGtcLxZXNxUuPoCanyon.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 Project Management:
- Make a Project Family Album
- Like a traditional family album, a project family album has pictures of people, places, and events.
It builds connections, helps tie the team together, and it can be as much fun to look through as it
is to create.
- The Retrospective Funding Problem
- If your organization regularly conducts project retrospectives, you're among the very fortunate. Many
organizations don't. But even among those that do, retrospectives are often underfunded, conducted by
amateurs, or too short. Often, key people "couldn't make it." We can do better than this.
What's stopping us?
- Just-In-Time Hoop-Jumping
- Securing approvals for projects, proposals, or other efforts is often called "jumping through hoops."
Hoop-jumping can be time-consuming and frustrating. Here are some suggestions for jumping through hoops
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
- How to Get Out of Firefighting Mode: II
- We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem,
and the new problem makes it impossible to use the solution we thought we had for some third problem
we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
See also Project Management for more related articles.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenNhFfjQYzPKEEVPyPner@ChacDioZHvymJkWplwsqoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 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.