Trish sipped her coffee and set down the paper cup. Missing her own coffee mug was one thing she hated about off-sites. "I didn't quite get some of those fallacies," she said to Nan. "They're a little confusing."
Nan nodded. "Yeah, me too. But what did he say about that — something about the confusion is what makes them so common?"
Just then, Peter came through the doorway, carrying a paper cupful of coffee and three huge chocolate chip cookies wrapped in a napkin. He sat down in the empty chair next to Nan.
Nan smiled at Peter and, gazing at the cookies, she said, "Peter, how nice of you to think of us."
Peter smiled back, took a cookie, and pushed the others to Nan. Then he turned to Trish. "So what's your favorite project fallacy?"
Trish reached for a cookie. "I don't know," she said. "We were just saying that they're a bit confusing."
"Yeah," said Nan. "I think he was saying that their wrongness is so subtle that we just accept them as conventional wisdom."
And so it is with most fallacies. Their subtlety makes them durable. Here's Part II of a little catalog of the fallacies of project management. For Part I, see "Nine Project Management Fallacies: I," Point Lookout for November 30, 2005, and for Part III, see "Nine Project Management Fallacies: III," Point Lookout for December 28, 2005.
- The Naturalistic Fallacy
- A cousin of the Fundamental Attribution Error, this fallacy holds that professional credentials — experience, education, seniority, or past performance — are equivalent to abilities. For instance, if a particular project manager led a few projects that failed, we conclude that he or she is incapable.
- Judgments based on credentials and past performance alone are likely to omit from consideration the past prevailing context, which might have been a significant contributor to past results.
- To assess the capabilities of a person, an organization, a technology, or a design, consider not only credentials and past performance, but also contextual factors.
- The Culturalistic Fallacy
- We commit It is their subtlety
that makes fallacies
so durablethis fallacy when we believe that the project manager, or some other organizational leader, creates a high performance team, without the assistance or influence of the people who belong to that team.
- To measure the prevalence of this fallacy, track the attributed causes of team performance. In organizations where the credit for high performance tends to flow to leaders, while the blame for dysfunction tends to flow to team members, it's likely that the Culturalistic Fallacy is at work.
- While any one person can undermine a team's performance, no single person is responsible for creating high performance. External factors certainly contribute, but a team's performance is most directly due to the choices of the members of that team.
These two fallacies are related — the Naturalistic Fallacy undervalues contextual factors, while the Culturalistic Fallacy undervalues the contributions of people. They're two different ways to misperceive reality. In Part III, we'll look at fallacies based on wishful thinking. First in this series | Next in this series 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.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Project Improvisation Fundamentals
- Project plans are useful — to a point. Every plan I've ever seen eventually has problems when
it contacts reality. At that point, we replan or improvise. But improvisation is an art form. Here's
Part I of a set of tips for mastering project improvisation.
- Managing Wishful Thinking Risk
- When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking.
Here's a framework for managing the risk of wishful thinking.
- Ego Depletion and Priority Setting
- Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy
for self-control. Here are some strategies for limiting these effects on priority setting.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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