Dealing with Negative Progress

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,
you're encouraging
their concealment

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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Forthcoming issues of Point Lookout

Coming April 23: On Planning in Plan-Hostile Environments: I

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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