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.
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More articles on Project Management:
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- The True Costs of Cost-Cutting
- The metaphor "trimming the fat" rests on the belief that some parts of the organization are
expendable, and we can remove them with little impact on the remainder. Ah, if only things actually
worked that way...
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- Risk Management Risk: I
- Risk Management Risk is the risk that a particular risk management plan is deficient. It's often overlooked,
and therefore often unmitigated. We can reduce this risk by applying some simple procedures.
- On the Risk of Undetected Issues: I
- In complex projects, things might have gone wrong long before we notice them. Noticing them as early
as possible — and addressing them — is almost always advantageous. How can we reduce the
incidence of undetected issues?
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.
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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.