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:
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- 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.
- Unnecessary Boring Work: I
- Work can be boring. Some of us must endure the occasional boring task, but for many, everything about
work is boring. It doesn't have to be this way.
- Ten Approaches to Managing Project Risks: II
- Managing risk entails coping with unwanted events that might or might not happen, and which can be costly
if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.
- Missing the Obvious: I
- At times, when the unexpected occurs, we recognize with hindsight that the unexpected could have been
expected. How do we miss the obvious? What's happening when we do?
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.