Everyone was silent as Robin came to the end of her presentation. She sat. It was now clear that they were in much more trouble than anyone had guessed. Warner was dumbfounded. Not really asking, he asked, "What on earth were they thinking?"
Robin knew that an answer was neither necessary nor possible, but she replied anyway. "Not sure," she said. "Probably they were hoping more than thinking." That seemed to help a little — there were faint smiles from several of the others.
Robin went on, "But even if we knew what they were thinking then, it wouldn't help us fix this now." That seemed to help even more.
Robin has just used two of the most important tactics available for emergencies: she's using her wits (and her wit), and she's keeping the focus on the issues. Here are more tactics for emergency problem solving.
- Keep blame at bay
- Blame and problem solving do not mix. If you survive the emergency, there will be time for accountability. If you don't survive, finding fault probably won't matter much. For a discussion of the difference between blame and accountability, see "Is It Blame or Is It Accountability?," Point Lookout for December 21, 2005.
- Don't play "I told you so"
- Working effectively
with others in emergencies
requires special care
- I-told-you-so is a kind of reverse blaming — it's designed to prove the faultlessness of the person making the claim. It isn't problem solving, and it pushes people's buttons.
- Evaluate solutions on their merits
- In normal times, the credibility of the originator or originators of a proposal influences how we evaluate that proposal. In emergencies, the workability of a proposal is far more important than the status of its originator.
- Act decisively and immediately
- In emergencies, the tumble of events takes on a character so distinctive that I call it the "emergency snowball." Because we lack the resource margins that usually permit us to leave problems unresolved, we must act decisively. Delaying action entails risk.
- Accept your place in the hierarchy
- During the emergency, improving or defending your status within the team interferes with its ability to function as a unit with a single shared goal. Accept your place for now, however unjust you feel it might be. The emergency itself might provide the justice you seek.
- Honor your interdependence
- If you accept a responsibility or make a commitment to the team, honor the team's expectations. Unless you make every effort to report a deviation beforehand, doing something different from what you promised can seriously complicate the emergency.
- Hear people out
- In a true emergency, you'll almost certainly have occasion to listen to fractured, unclear, or disjointed descriptions of new problems or other bad news. Listen patiently. Save your questions for the end of the report.
Most important, adopt a positive perspective. When comparing alternatives, frame discussions in terms of the relative advantages of the options, rather than their relative disadvantages. Belief in success is the foundation of success. Top Next Issue
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In emergencies, we're less able than usual to resist the urge to make every effort "count" towards the ultimate deliverable. For a discussion of the downside of this approach, see "Trying to Do It Right the First Time Isn't Always Best," Point Lookout for March 14, 2007.
Your comments are welcomeWould you like to see your comments posted here? rbrenjDymhDdLkRGtNlCgner@ChacZWwxekUphjZdAefooCanyon.comSend me your comments by email, or by Web form.
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More articles on Project Management:
- Nine Project Management Fallacies: I
- Most of what we know about managing projects is useful and effective, but some of what we "know"
just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability
to complete projects successfully.
- Design Errors and Group Biases
- Design errors can cause unwanted outcomes, but they can also lead to welcome surprises. The causes of
many design errors are fundamental attributes of the way groups function. Here is Part II of our exploration.
- False Summits: II
- When climbers encounter "false summits," hope of an early end to the climb comes to an end.
The psychological effects can threaten the morale and even the safety of the climbing party. So it is
in project work.
- Ten Approaches to Managing Project Risks: III
- Project risk management strategies are numerous, but these ten strategies are among the most common.
Here are the last three of the ten strategies in this little catalog.
- The Risks of Too Many Projects: II
- Although taking on too many projects risks defocusing the organization, the problems just begin there.
Here are three more ways over-commitment causes organizations to waste resources or lose opportunities.
Forthcoming issues of Point Lookout
- Coming December 19: Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings. Available here and by RSS on December 19.
- And on December 26: Embarrassment, Shame, and Guilt at Work: Coping
- Coping effectively with feelings of embarrassment, shame, or guilt is the path to recovering a sense of balance that's the foundation of clear thinking. And thinking clearly at work is important if you want to avoid feeling embarrassment, shame, or guilt. Available here and by RSS on December 26.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenxwMCBysblhCZsbBdner@ChacckragUVezvlgiKRDoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- 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.