Many workplaces are festooned with "slogan posters," and sometimes they do have a positive effect. But sometimes they're unhelpful — even destructive. One slogan that can be especially inappropriate in problem-solving organizations is "Do It Right the First Time." It has an equally inappropriate cousin: "If you don't have time to do it right, how will you get time to do it again?"

Gemini 7 as seen from Gemini 6 during the first-ever docking of two orbiting spacecraft. The Gemini Program was a preliminary to moon exploration, but none of the Gemini vehicles were capable of completing a trip there. The program's purpose was purely experimental. The pilot of Gemini 7, by the way, was James Lovell, who later commanded Apollo XIII, the mission that nearly failed due to an on-board explosion. Photo courtesy U.S. National Aeronautics and Space Administration.
These slogans might make some sense in the operational context, where tasks are very repeatable. But problem-solving tasks are different. Problem solving, which occurs most often in the project context, entails doing something new here, in our organization, if not the world.
Here are three advantages of organizational cultures that grant permission to experiment — to "do it wrong" the first time.
- Accelerated progress
- We often learn more by doing it wrong than by doing right. A series of well-designed experiments that focus on specific learning goals can usually advance the project faster than consistently trying to implement deliverable solutions.
- Normalized risk taking
- When we require that every effort produce deliverable results, we create a culture that's averse to taking the kind of risks that are often necessary to complete projects successfully.
- Cost savings
- When we can accept that a particular implementation isn't "final," and won't ever be, we can take steps to limit our investment in that implementation. We can work on answering only the question at hand.
Even if We often learn more
by doing it wrong
than by doing rightyou decide that experimental approaches are sometimes justified, there are three traps awaiting many organizations.
- Confusion between operations and projects
- Leaders and managers accustomed to operationally oriented organizations often see exploratory failures as worthless indulgences, because they don't directly produce the desired result. Many with strictly operational experience must learn new ways when they manage problem-solving organizations.
- Hidden problem-solving organizations
- Problem-solving organizations can be embedded within operationally oriented organizations. For instance, most IT organizations are responsible for information and computation operations. Managing them requires an operational orientation. But these same IT organizations also contain groups that develop new products and first-of-kind services. Managing these efforts requires a more experimental approach. And this is a problem for slogan posters, because everyone sees them, and some slogans aren't right for everybody.
- Cultural inertia
- Some organizations have a historically operational orientation, but now perform most of their work in the project context. In some cases, the old culture hasn't yet adapted to the new work.
Doing it right by first doing it wrong can give you personal advantages, too. A very small example: how much better would our work lives be if we gave ourselves permission to keep revising the email messages we write until we feel good about them? You can start today. Top
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
How Not to Accumulate Junk
- Look around your office. Look around your home. Very likely, some of your belongings are useless and
provide neither enjoyment nor cause for contemplation. Where does this stuff come from? Why can't we
get rid of it?
False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
Nine Brainstorming Demotivators: II
- Brainstorming sessions produce output of notoriously variable quality, but understanding what compromises
quality can help elevate it. Here's Part II of a set of nine phenomena that can limit the quality of
contributions to brainstorming sessions.
Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates
are so wrong — in the wrong direction — that we might as well be planning disappointments.
Why is this?
Should We Do This?
- Answering the question, "Should we do this?" is among the more difficult decisions organizational
leaders must make. Weinberger's Six Tests provide a framework for making these decisions. Careful application
of the framework can prevent disasters.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
Coming May 21: Mismanaging Project Managers: Mechanics
- Most organizations hold project managers accountable for project performance. But they don?t grant those project managers control of needed resources. Nor do they hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with project work. Here?s a catalog of behaviors worth looking at. Available here and by RSS on May 21.
And on May 28: Mismanaging Project Managers: Leadership
- Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.
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