Warren fumed, "Now hold it. I might be getting on, but I'm not losing my mind. Last week you claimed you could have them both by October," he said, referring to the emergency meeting where they'd agreed on the plan for Marigold.
Suddenly, Rita understood. "Ah," she began, "You asked, 'if we extend till October, could we finish the A list?' and I said yes. Then later you asked, 'If we extend till October, could we get the XP revisions?' And I said yes. But I thought you wanted budget and schedule for both scenarios separately, not both together. Now I understand."
Warren held his ground. "That's right, and that's what you're going to do, because that's what you agreed to."
Rita has just been reminded of how dangerous it can be to answer hypothetical questions in conversation. In the project context, perhaps the most common form is "If <some set of conditions>, can you achieve <some set of goals>?" There are other forms too, but we'll deal with this one.
Answering these hypotheticals in conversation is often dangerous. Although it's probably safe enough to respond to hypotheticals in writing, conversational responses often lead to the Hypothetical Trap.
In meetings or other conversation, the only safe answers are either "No, I don't think so," or "Hmm, I'll get back to you." Here are some reasons why answering more concretely is risky.
- I've a feeling we're not in Kansas anymore
- By definition, Answering hypotheticals
is often dangerousthe hypothetical conditions don't exist now, and they might be outside your experience. Answering a question outside your experience is always tricky.
- Questions are usually ambiguous
- Even a carefully framed question is just a sketch — it doesn't completely describe a real situation. Your answer is necessarily based on some assumptions, which might differ from the questioner's assumptions.
- Contingencies rarely stick
- People remember your answers much better than they remember the question's contingencies or any conditions you placed on your answers. For instance, if you answer "Yes" to "If we gave you a million two and another seven months, could you do it?" people remember the "Yes" better than they remember the "million two" or the "seven months."
- Incompatible combinations
- If you're asked two hypotheticals with two sets of assumptions, and you give two answers, people might remember your answers as if they were the answers to a single question, even if the contingencies are incompatible. This is what happened to Rita.
- Nonlinear superposition
- If you said that you could do A for $A in M months, and B for $B in M months, you might be required to achieve both A and B for $A + $B (or less!) in M months, even though the world doesn't work that way.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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Forthcoming issues of Point Lookout
- Coming 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.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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.
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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.