Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 19;   May 7, 2003: The Weaver's Pathway

The Weaver's Pathway

by

Last updated: July 2, 2019

When projects near completion, we sometimes have difficulty letting go. We want what we've made to be perfect, sometimes beyond the real needs of customers. Comfort with imperfection can help us meet budget and schedule targets.

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."

An example of a Weaver's PathwayIf 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. Go to top Top  Next issue: Budget Shenanigans: Swaps  Next Issue

Go For It: Sometimes It's Easier If You RunLove 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 welcome

Would 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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Project Management:

Hurricane Warning flagsDeclaring Condition Red
High-performance teams have customary ways of working together that suit them, their organizations, and their work. But when emergencies happen, operating in business-as-usual mode damages teams — and the relationships between their people — permanently. To avoid this, train for emergencies.
My right foot. Arrow indicates the location of the break.My Right Foot
There's nothing like an injury or illness to teach you some life lessons. Here are some things I learned recently when I temporarily lost some of my independence.
Sherlock Holmes and Doctor WatsonHow to Make Good Guesses: Tactics
Making good guesses probably does take talent to be among the first rank of those who make guesses. But being in the second rank is pretty good, too, and we can learn how to do that. Here are some tactics for guessing.
The interior of an Apple store, location unknownPersonnel-Sensitive Risks: I
Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
A view from the false summit of the Manitou incline in ColoradoFalse Summits: I
Mountaineers often experience "false summits," when just as they thought they were nearing the summit, it turns out that there is much more climbing to do. So it is in project work.

See also Project Management for more related articles.

Forthcoming issues of Point Lookout

The 20-70-10 rule, graphicallyComing October 16: Performance Mismanagement Systems: II
One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
An excavator loads spoil into rail cars in the Culebra Cut, Panama, 1904And on October 23: Power Distance and Teams
One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.

Coaching services

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:

Reprinting this article

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

Public seminars

The Race to the South Pole: Lessons in Leadership

On 14The Race to the South Pole: Lessons in Leadership 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:

The Power Affect: How We Express Our Personal Power

Many The
Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!