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
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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.
- 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.
- The Injured Teammate: II
- You're a team lead, and one of the team members is suddenly very ill or has been severely injured. How
do you handle it? Here are some suggestions for breaking the news to the team.
- Beyond Our Control
- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed.
We could have done more. But is that really true? Aren't some things beyond our control?
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
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- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.