It's late summer in the Gatineau Valley in Quebec. I'm with five friends, and we're on our way to the Cabonga Reservoir to fish. In the morning after an overnight stop in the forest of a provincial park, a light rain is falling. At this time of year in Quebec, any rain is cold and uncomfortable, so we're trying to fix flapjacks for breakfast. We're failing.
It has been a wet month, and we haven't found any dry wood. Despite many attempts, we can manage only a smoky little fire that's nowhere near hot enough for flapjacks.
We hear a vehicle crunching along the gravel road approaching our campsite, and soon a government pickup truck pulls up and stops in the empty campsite across from us. Three men hop out and one waves hello, calling to us in French. We wave back. Smiling, he comes over for a visit. He quickly figures out that we don't understand his French, and just as quickly, he figures out that we don't know what we're doing.
He points to our hatchet lying on a stone and says, "OK?" One of us replies, "Oui." He speaks about as much English as we do French.
With the hatchet, he begins splintering a large log lying beside our dysfunctional fire. He piles the splinters onto the fire, and they immediately explode into flame. He exclaims, "Bois sec! Bois sec!"
Making small adjustments
to what you're already
doing is often the answerOne of us remembers enough French to translate: "Dry wood! Dry wood!" We thank him and in mime we offer him breakfast, but he waves us off, and goes back across the road to rejoin his work mates.
Soon we're full of coffee and flapjacks.
When things aren't working, how do you find an approach that does work? Making small adjustments to what you're already doing is often the answer. But even when the adjustments do look small in retrospect, discovering them in the moment can require great imagination and insight. Here are some tips for finding small adjustments that have big impact.
- Assume that whatever you have to change will be small
- You're more likely to find an ingenious small adjustment if you're actually looking for one.
- Rewrite the problem description
- Write down a description of the problem. Then rewrite it so that it uses none of the same words, except prepositions, articles and the various forms of is.
- Get fresh eyes
- Find some people who haven't been working on the current approach. They're more likely to ask the right questions. Brief them and let them question everything.
- Explain it to some kids
- Children not only have fresh eyes, they have fresh brains. They can understand way more than you might think. To engage them, tell them you're stuck and ask for their help.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrengEzzJvYmBeapgsFNner@ChacUvsnOmUZZZcUitYToCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Project Management:
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is
important to success. Publishing an internal newsletter is a great way to keep them informed.
- Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
- Scope Creep, Hot Hands, and the Illusion of Control
- Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable
to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion
of control" — might provide explanations.
- Wishful Thinking and Perception: I
- How we see the world defines our experience of it, because our perception is our reality. But how we
see the world isn't necessarily how the world is.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenYJLdBnARxIpGEodQner@ChacVsucZomoeyVKjcOYoCanyon.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
- 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.