Worst Practices

The mythology about best practices is that they universally improve every organization. The truth is more likely that organizations are so idiosyncratic that any practice born elsewhere probably needs tailoring before it can be imported. My old shoes are very comfortable for me, but they probably aren't for you.

Worst practices are different — they're almost universally disastrous. We know this because, sadly, nearly everyone tries them. Here's a short list of some worst practices.

• Provide only outdated equipment. Even better: make people share outdated equipment.
• For security, lock all portable computers to desks
• Never, ever train anybody
• Use training as a reward. Provide it only to those who need it least.
• To increase productivity, increase pressure
• Let acrimony persist until it's truly injurious
• Leave in place people who are clearly incapable of doing much of anything
• Assign blame
• Spend time defending yourself in case someone, someday decides to assign blame
• Take credit for work done by subordinates or colleagues
• Give credit to one person for what was a team effort, ignoring everyone else's contributions
• Kill the messenger: punish people who deliver bad news
• Kill the non-messenger: after you get bad news, punish those who knew about it but didn't tell you because you have a reputation for killing the messenger
• Force consensus by shaming or punishing those few souls foolish enough to disagree with the "correct" position
• Force consensus without allowing time for sufficient discussion
• Make decisions autocratically even when there's time for consensus
• Have favorite subordinates who can do no wrong
• The worst thing about
  worst practices isn't their
  consequences; it's that we
  keep using them despite
  their consequencesHave troubled subordinates who can do no right, even when they do right
• As team owner, publicly castigate team members
• Publicly overrule a subordinate manager, citing information obtained from one of his or her subordinates
• "Sit in" on a subordinate's meeting unannounced
• Make the problem excessively complicated by raising herds of ancillary minor issues
• Angrily say things that hurt people, damaging the group's ability to collaborate
• Add new people to the team. Even better: do it in a way that raises questions about the abilities of incumbents
• "Temporarily" transfer some team member(s) to another effort
• Conduct "emergency" project reviews regularly
• Increase the budget without warning
• Decrease the budget
• Circulate rumors that maybe we'll be cutting the budget
• Tighten project scope to maintain schedule
• Use (faked) schedule urgency as a way of managing spending
• Remove or relax some requirements
• After work is well underway, add new requirements or tighten existing requirements
• Reassign some work from one team member to another
• Assign the same work to two people (or teams) without their knowing it
• Assign to one person work already completed by another
• Assign work to two people, together, without designating either one as lead

Count how many of these you've seen. Even scarier: count how many you've done.  Top    Next Issue

Are your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

How to Avoid a Layoff: Your Situation

These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.

Devious Political Tactics: More from the Field Manual

Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

Some Hazards of Skip-Level Interviews: I

Although skip-level interviews have their place, they can be dangerous, explosive, and harmful to the organization. What are the dangers?

Narcissistic Behavior at Work: I

Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there.

Career Opportunity or Career Trap: I

When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap.

See also Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming January 27: Cost Concerns: Comparisons

When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options. Available here and by RSS on January 27.

And on February 3: Cost Concerns: Bias

When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions. Available here and by RSS on February 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.