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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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:

Begging the Question

Begging the question is a common, usually undetected, rhetorical fallacy. It leads to unsupported conclusions and painful places we just can't live with. What can we do when it happens?

The Unappreciative Boss

Do you work for a boss who doesn't appreciate you? Do you feel ignored or excessively criticized? If you do, life can be a misery, if you make it so. Or you can work around it. It's up to you to choose.

Filtered Perceptions

How we see things influences how we see things, almost like a filter or sunglasses. What are your filters?

How to Listen to Someone Who's Dead Wrong

Sometimes we must listen attentively to someone with whom we strongly disagree. The urge to interrupt can be overpowering. How can we maintain enough self-control to really listen?

Power Affect

Expressing one's organizational power to others is essential to maintaining it. Expressing power one does not yet have is just as useful in attaining it.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

Coming January 1: The Storming Puzzle: II

For some task-oriented work groups, Tuckman's model of small group development doesn't seem to fit. Storming seems to be absent, or Storming never ends. To learn how this illusion forms, look closely at Satir's Change Model and at what we call a task-oriented work group. Available here and by RSS on January 1.

And on January 8: The Storming Puzzle: III

For some task-oriented work groups, Tuckman's model of small group development seems not to fit. Storming seems to be either absent or continuous. To learn how this illusion forms, look closely at the processes that can precipitate episodes of Storming in task-oriented work groups. Available here and by RSS on January 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info