Sometimes organizations or their leaders confront problems over which they have little control. For instance, a manager might want a supplier offshore to deliver something right after an important national holiday. Even if the supplier agrees, the holiday might cause delays, because some employees might take extra days off. To acknowledge this risk is to accept the larger reality of the limits of the manager's control. The manager cannot control the behavior of the supplier's employees.
Recognizing these limits can be difficult, because organizational leaders have day-to-day experiences that demonstrate their substantial power. Those experiences can obscure the reality of limited power, causing those leaders to make decisions that defy reality.
Reality does constrain even those with organizational power. Here are some of the forces of reality that we simply must accept.
- Physical law
- Leaders sometimes create expectations or make demands that cause the led to attempt to violate laws of Nature. For instance, in 1979, American Airlines Flight 191 crashed on takeoff as a result, in part, of engine strut failure due to stress cracks created by using an unapproved maintenance procedure. 271 people died.
- Those who create environments that encourage people unknowingly to try to circumvent physical law could be setting themselves up for higher turnover, degraded morale, ridicule, or criminal prosecution.
- Societal and cultural norms
- Requiring work schedules that conflict with holidays, major sporting events or other observances, whether or not they have legal status, can cause staff to conceal their absences, or worse, to report for work distracted, exhausted, or otherwise impaired.
- The cultural constraints of our societies are far more influential than anything the organization might try to assert.
- Limits of human performance
- From time to time, managers require substandard working conditions, work hours in excess of the norm, or suspension of vacation allowances. As short-term measures, they might be understandable and endurable. But when they become standard requirements of the job,The cultural constraints of our
societies are far more influential
than anything the organization
might try to assert work quality degrades, rework rates increase, and turnover becomes inevitable.
- In most cases, requiring inhuman conditions or excessive hours as a way of reducing costs or circumventing regulations is shortsighted. These practices are toxic to the organization and cause the most capable people to leave.
- Economic forces
- If working conditions are below the norm, or compensation is below the norm, the quality of the work force eventually declines below the norm.
- The cost of managing an inferior work force is usually higher than the norm. Leaders get to choose: spend money on the work force and working conditions, or spend money dealing with a resistive workforce, higher turnover and output quality issues. You can't minimize the costs of both.
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 welcomeWould you like to see your comments posted here? rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Learn from the Mastodon
- Not long ago, Mastodons roamed North America in large numbers. Cousins to the elephant, they thrived
in the cool, sub-glacial climate. But the climate warmed, and human hunters arrived. The Mastodon couldn't
adapt, and now it's extinct. Change is now coming to your profession. Can you adapt?
- No Surprises
- If you tell people "I want no surprises," prepare for disappointment. For the kind of work
that most of us do, surprises are inevitable. Still, there's some core of useful meaning in "I
want no surprises," and if we think about it carefully, we can get what we really need.
- Dealing with Deadlock
- At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try
to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
- 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?
- Favors, Payback, and Thoughtlessness
- Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you
say no? Do you grant the favor? How do you decide what to do?
Forthcoming issues of Point Lookout
- Coming October 5: Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.
- And on October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendbTtLLSVlUPPCNkAner@ChacthFxWKdRwnLylOCDoCanyon.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