Nan pushed the door open, and she and Trish stepped out of the conference center into the morning air. On their first break from the off-site meeting, they hadn't quite yet relaxed from the pressure cooker that was the final stretch of Marigold, their latest project. It hadn't gone well, and they were all spending three days trying to figure out what happened.
"So what do you think?" Nan opened.
"I've been to off-sites before," said Trish. "But this is the first time I've felt hopeful that truth would come out."
Nan agreed. "Me too. I liked the bit about myths and fallacies."
Nan sat down on one of the plastic chairs. Trish sat too. "But knowing these fallacies," she asked, "won't we just get better at fooling ourselves? If we could get any better which I seriously doubt."
Nan smiled. "Well, I think his point was that by naming the fallacies, it gets harder to use them."
And Nan is right about that. By naming the fallacies, the patterns become obvious to everyone, which deters us from using them. Here's Part I of a little catalog of the fallacies of project management. For Part II, see "Nine Project Management Fallacies: II," Point Lookout for December 14, 2005.Universal awareness
of common fallacies
deters us all
from using them
- The Fallacy of Positivism
- The Fallacy of Positivism holds that if we believe we can accomplish something, we're more likely to actually accomplish it; and inversely, if we express doubts about accomplishing something, we're less likely to execute it successfully.
- This fallacy is especially tempting to leaders who want to motivate reluctant teams to attempt (or keep trying to do) the impossible. They're using it as a tool of manipulation.
- All things being equal, it's probably helpful to have a positive attitude. But Truth is most important. Be positive when it's appropriate, and express doubts when they're real and relevant. Both staying positive and expressing doubt inappropriately can lead to catastrophe.
- The Bad Actor Fallacy
- If a team exhibits a repeated pattern of dysfunction, we commit the Bad Actor Fallacy when we assume that one single team member is the likely cause of the problem.
- Isolating the cause of a team problem to a single individual is tempting because it suggests that dealing with that individual can resolve the problem. No need for messy and expensive team interventions; no need for involving more than one person.
- While it's possible for a single individual to keep a team in a state of dysfunction, more typically many individuals contribute to team problems. Team performance is an attribute of the team's system, and the organization in which that team is embedded.
One more fallacy is perhaps most common: the Purity Fallacy, which holds that we are personally pure: we never use fallacies ourselves. We all use them, of course — we're human. The trick is to catch yourself when you do. Next in this series Top Next Issue
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More articles on Project Management:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
- 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.
- Avoid Having to Reframe Failure
- Yet again, we missed our goal — we were late, we were over budget, or we lost to the competition.
But how can we get something good out of it?
- Wishful Interpretation: II
- Wishful "thinking," as we call it, can arise in different ways. One source is the pattern
of choices we make when we interpret what we see, what we hear, or any other information we receive.
Here's Part II of an inventory of ways our preferences and wishes affect how we interpret the world.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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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.