Figuring Out What to Do First

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.

One thing to avoid: exhaustive inventory of all your problems. Get started — one of them might nail you while you're still counting.  Top    Next Issue

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Want to watch Butch Cassidy and the Sundance Kid again? Paul Newman, Robert Redford. Director: George Roy Hill. Twentieth Century Fox, 1969. 3RR2VFYKV6YRS77A.

More about the Zebra Effect

Keep a Not-To-Do List  [December 26, 2001]

Unless you execute all your action items immediately, they probably end up on your To-Do list. Since they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having a Not-To-Do list reminds you that some things are really not your problem.

Figuring Out What to Do First  [June 4, 2003]

Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?

How Targets of Bullies Can Use OODA: I  [April 27, 2011]

Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.

Devious Political Tactics: More from the Field Manual  [August 29, 2012]

Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

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Forthcoming issues of Point Lookout

Coming April 23: On Planning in Plan-Hostile Environments: I

In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.

And on April 30: On Planning in Plan-Hostile Environments: II

When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.

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