Those Across-the-Board Cuts That Aren't

When we hear about across-the-board reductions in resources or staff, we know two things right away. First, it isn't good news. Second, the cuts probably won't be "across-the-board." Experience tells us that very often those with clout who object to the cuts will receive smaller cuts or perhaps even increases. The terminology of uniformity is at odds with experience.

And suppose you're one of the (usually) few who are fired or laid off. For you, the cut is 100%, not 5% or 8%. If you're one of these, your experience of "across-the-board" is rather different from the experience of almost everyone else.

Still, despite the high price we pay for the contrast between language and action, we continue to use metaphors of uniformity as we execute the uneven reductions. Why? And what can we do instead?

Fairness

We do want to be fair. We believe that "spreading the pain" proportionately is most likely to be fair.

Numerical fairness is an illusion. Because reducing waste in larger, more mature organizations is easier than in smaller, younger ones, identical proportional cuts in projects or departments both large and small, both mature and youthful, are inherently unfair.

Instead of devising mathematical algorithms, choose to monitor waste — even in good times. Understand that the larger, more mature business units are better able to resist waste monitoring and reduction efforts. To truly achieve fair reductions, make reductions that are progressive with the scale and maturity of the business unit.

Urgency

Because we Across-the-board decisions
are fast, but they're
rarely thoughtful.
Thoughtful decisions
take time.usually have to make reductions quickly, we rarely have time to tailor a reduction profile that conforms accurately to the needs and objectives of the organization. Simple proportionality is an enticing expedient.

Thoughtful decisions take time. Not having time to make a thoughtful decision is a poor excuse for making a less-than-thoughtful decision, and it's an indicator of inadequate resources at the level of the decision-maker.

Apply whatever resources you need to make smarter decisions. If you have to, spend a little to avoid misspending even more.

Placating the about-to-be-wounded

The message that "we're all affected equally" calms the population. Exploiting their sense of fairness, we help people justify their own inaction and powerlessness, and we make it easier to manage the horde.

Manipulation does work in the short term, but its effects expire quickly, leaving a residue of simmering, unresolved, and disempowering resentment. We pay for it all eventually, in distrust, cynicism, low morale and depressed performance.

Encourage people to voice objections and then deal with them. Recognize that even though stifling objections might make the ride smoother today, it makes the ride rougher tomorrow.

A commitment to telling the truth entails a commitment to using language that fairly describes our own actions. To do otherwise in the interest of fairness is unfair.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

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 Emotions at Work:

The Fundamental Attribution Error

When we try to understand the behavior of others, we often make a particularly human mistake. We tend to attribute too much to character and disposition and too little to situation and context. When we seek a better balance, we can adopt a more accepting view of events around us.

Planning Your Getaway

For many of us, taking a vacation can be a burden. We ask ourselves, "How can I get away now?" And sometimes we have the answer: "I can't." How can we feel relaxed about taking time off?

Responding to Threats: III

Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other parties. Indirect threats are indeed warnings, but not in the way you might think.

Hyper-Super-Overwork

The prevalence of overwork has increased with the depth of the global recession, in part because employers are demanding more, and in part because many must now work longer hours to make ends a little closer to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.

Fill in the Blanks

When we conceal information about ourselves and our areas of responsibility, we make room for others to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.

See also Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming August 22: Dealing with Credit Appropriation

Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.

And on August 29: Please Reassure Them

When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenSaYpNZrBYeyfCrUwner@ChacrsPOqloIdhjAxdJuoCanyon.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

Public seminars

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.

• A recording of a program presented 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.