Martine looked at the agenda, then at the clock. No way. As everyone else continued to add items, she wondered how they would ever get through it all in one meeting. Back from her reverie, she spoke up.
"I have another item — decide what to address today, and how we'll ever get to the others in this lifetime." A few chuckles in the room. Humor always helps, she thought.
Peter, her best buddy, added, "Put down 'Extending my lifetime.'" More chuckles.
Figuring out which problem to address first — triaging the problems — could probably be on many agendas. Here are a few tips for setting priorities.
- Hunt like the lion hunts for zebra
- Zebras run in herds to confuse the lion. Since the number in the herd of problems you face is a problem in itself, work on reducing the numbers. Single out whatever you can, focus on it, and eliminate it. See "The Zebra Effect," Point Lookout for January 31, 2001, for more.
- Use the Pareto Principle (80/20 rule)
- Find out which 20% of the problems account for 80% of the costs, and focus on them first. Use the resources you free to address the rest. See "Don't Worry, Anticipate!," Point Lookout for October 3, 2001, for more.
- Apply the leaky rowboat model
- A rowboat with a leak above the water line won't leak. You can ignore some problems because the conditions that make them troublesome are provably absent. Address those problems later.
- Lighten the load
- When several issues
are equally urgent,
how do we decide
what to do first?
- Some problems, if repaired, render others irrelevant. Perhaps you have some cargo, which, if jettisoned, will make the rowboat float high enough so that its leaks will be above the waterline. Addressing some problems can move others above the water line.
- Understand why the lottery works
- The Lottery works because we understand $30 million much better than we understand one chance in 50 million. Humans tend to overvalue consequences, and undervalue likelihood. Consider both consequences and likelihood.
- If you plan to re-sod the lawn, take advantage of it
- If you plan to re-sod your lawn, the fact that the patch over by the flower beds is now a mix of different grasses is no big deal. Don't fix what you know will be obliterated by an imminent upgrade.
- If you plan to re-sod the lawn, prepare for it
- In that same patch, re-sodding probably won't help if there are weeds with deep roots. Before you re-sod, get rid of deep-rooted weeds.
- Check the sod
- Make sure the sod has the right kind of grass and no weeds. Don't plant new problems.
- Remember Butch and Sundance
- At the top of the cliff, Butch proposes to Sundance that they jump to the river far below. Sundance is afraid because he can't swim, but Butch points out that the fall will probably kill them. Once you commit to a strategy, don't fret about issues that arise only if the strategy works. Go for it.
Want to watch Butch Cassidy and the Sundance Kid again? Paul Newman, Robert Redford. Director: George Roy Hill. Twentieth Century Fox, 1969. Order from Amazon.com.
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More articles on Personal, Team, and Organizational Effectiveness:
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in this assertion has led many to a metrics-based style of management, but the results have been uneven
at best. Why?
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- 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.
Forthcoming issues of Point Lookout
- Coming July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
- And on August 1: Strategies of Verbal Abusers
- Verbal abuse at work has special properties, because it takes place in an environment in which verbal abuse is supposedly proscribed. Yet verbal abuse does happen at work. Here are three strategies abusers rely on to avoid disciplinary action. Available here and by RSS on August 1.
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- 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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