Sometimes projects experience setbacks — already-completed work becomes useless after people discover problems that require new approaches incompatible with work completed. When the pattern is common, its source might lie neither in the projects, nor in the teams that experience setbacks. Sometimes, the source of the pattern lies in the culture of the organization, in the way it's run, or in the way people view negative progress itself.
Here are some insights to help you reduce the likelihood of experiencing negative progress.
- Accept the bad news as good news
- When you discover unexpected complexity or an unanticipated problem, accept its significance. Be glad you're now aware of the problem — awareness is the first step to resolution. Acknowledgment is the second. The alternative to acknowledgment, denial, is a great way to mess things up even more.
- Change your tactics or strategy
- When things aren't going well, adjust tactics or strategy. Sometimes people convince themselves that they've made adjustments when they really haven't — they've just renamed or rearranged the old approaches. This happens, in part, because making real adjustments sometimes feels like acknowledging failure. To determine whether the adjustments are real, notice how people feel about them. If some people are really upset about the adjustments, they're probably real.
- Increase information distribution
- Most negative progress involves information that was known to some, but not enough of the right people. It's likely that more negative progress awaits you, and information sharing can prevent some of it. Encourage people to share information and teach each other more of what they know. See "What Haven't I Told You?," Point Lookout for December 11, 2002.
- Take smaller bites
- Perhaps project goals are too aggressive — the organization might lack the skills or resources required. Carefully review all activities to determine whether other such overly ambitious efforts are underway. See "Geese Don't Land on Twigs," Point Lookout for June 13, 2001.
- Reward honesty and failure
- Investigate your recognition practices regarding successes, ethics, and failures. If you aren't honoring at least some failures, you're encouraging their concealment, and that practice increases the likelihood of future negative progress. Rewarding success regularly but only rarely rewarding integrity, honesty, conscientiousness, reliability, originality, or courage drives these other attributes underground. This can increase the risk of setbacks, because these attributes are your best insurance against further surprises.
- Reduce overload
- If you aren't honoring
at least some failures,
- Probably the most effective — and most difficult — change an organization can make is to reduce the number of projects underway. Overloaded people can't focus on anything long enough to do much good. They feel that they can't afford to explore, experiment, or take the kind of risks that lead to breakthroughs. Lighten the load to enhance productivity. See "Make Space for Serendipity," Point Lookout for September 25, 2002.
Any effort to reduce setbacks across the organization could itself encounter setbacks. Since the organization's limitations in preventing or dealing with setbacks can become an issue in such a change, making this change can be particularly difficult. Top Next Issue
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they're being measured, they modify their behavior. How can we measure attitudes with a minimum of distortion
from the Hawthorne Effect?
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See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.