Nine Project Management Fallacies: I

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.

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 issue in this series   Top    Next Issue

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In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.

And on April 30: On Planning in Plan-Hostile Environments: II

When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.

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