Mark clicked to the next slide and paused, waiting for the explosion. Everyone at the table seemed to be reading and re-reading his conclusion, but none of them were exploding. So he began.
"The Review Team's conclusion is simple. We don't believe that Marigold can make any date before July…even August is doubtful. To get to 95% confidence, we think we have to go out to November."
There. He'd said it.
Lambert, both elbows on the conference table, leaned forward. He seemed to make eye contact with everyone around the table at once. "Well," he began, "before we sort this out, I need one thing. What we've just heard is not to be repeated to the rest of the team. Or anyone. Clear?"
By choosing secrecy, Lambert might be guiding the group into a see-no-evil mode, which could jeopardize the project. It's a risky course.
When a team shares all team-relevant information, it's functioning as an open system. A team that intentionally confines some information within small subgroups is functioning as a closed system.
To function at their potential,
teams must share all
team-relevant informationBoth systems can work, provided that all team members are aware of the reality. But in project teams that are closed, team members are often unaware that they're closed. That is, the fact that the team is a closed system is itself a secret. And that disparity between reality and perception can lead to trouble. Even when team members are aware, closed systems face special risks. Here are just a few.
- Increased risk of bad decisions
- If team members believe that they have access to all information relevant to their own activities, when they actually don't, they might believe that they're making correct decisions and trade-offs when they actually aren't.
- Infringing the personal freedoms of team members
- Some information is so significant that it can affect personal decisions. For instance, if a fatal flaw is discovered, some team members might choose to move on to a new assignment. If the flaw is concealed, they might stay, thinking that all is well when it isn't.
- Re-inventing the wheel
- In closed systems, when someone discovers a problem and finds a workaround, there's a temptation to implement the workaround without revealing the problem. If the root of the problem is deep within the system, failing to reveal it prevents resolution at the root. Several people might discover the problem independently, each one implementing a separate — and possibly different — workaround.
- Management problems
- When a team is closed, and it hasn't discussed the choice to be open or closed, and when its culture professes the values of openness, any team members who discover the brutal truth could begin resenting the team leadership. They might feel manipulated and alienated, and their behavior might lead to management problems.
It's tempting to contain problems until we have repairs underway. But the tactic can be misleading and disrespectful, creating problems even bigger than the ones we were trying to avoid. Leaders who conceal truth from others lead others to conceal truth from them. Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Finger Puzzles and "Common Sense"
- Working on complex projects, we often face a choice between "just do it" and "wait, let's
think this through first." Choosing to just do it can seem to be the shortest path to the goal,
but it rarely is. It's an example of a Finger Puzzle.
- Teamwork Myths: Formation
- Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths.
In this first part of our survey of teamwork myths, we examine two myths about forming teams.
- The Politics of the Critical Path: II
- The Critical Path of a project is the sequence of dependent tasks that determine the earliest completion
date of the effort. We don't usually consider tasks that are already complete, but they, too, can experience
the unique politics of the critical path.
- Nonlinear Work: When Superposition Fails
- Much of the work we do is confounding, because we consistently underestimate the effort involved, the
resources required, and the time required to get it done. The failure of superposition can be one reason
why we get it wrong.
- How We Waste Time: I
- Time is the one workplace resource that's evenly distributed. Everyone gets exactly the same share,
but some use it more wisely than others. Here's Part I of a little catalog of ways we waste time.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.