Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 8, Issue 51;   December 17, 2008: The Perils of Piecemeal Analysis: Content

The Perils of Piecemeal Analysis: Content

by

Last updated: August 5, 2018

A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.

You're in a meeting, with eight other anxious souls, discussing the latest burning issue. Dale has just presented a proposal that's innovative, elegant, and creative. One by one, people raise questions about the idea. Well, not questions…they're more like objections. "What if X happens?" or "Does it deal with the Y problem?" or "Is it compatible with Z?" or "Can we can get budget approval?" And so on.

Albert Einstein playing his violin on his 50th birthday in 1929

Albert Einstein playing his violin on his 50th birthday in 1929. In 1935, he published a paper with two of his research associates, Boris Podolsky and Nathan Rosen. The paper posed a problem in quantum mechanics which has become known as the EPR Paradox, and which has been debated ever since (though most physicists now believe the matter is settled). The debate of this question, much like most scientific debates, has been fairly symmetric, in that all participants contributed both proposals and objections with more or less similar intensity and formality. Science has little tolerance for the asymmetry we see in piecemeal analysis, which leads so often to incorrect conclusions. Photo courtesy Town Topics, community newspaper of Princeton, New Jersey. Read more about the EPR Paradox.

Some objections have immediate answers. Most don't. Since the details are unknown, nobody has all the answers. Unanswered objections are added to a growing Issues List.

Eventually the list becomes intimidating enough that some lose faith, and the initial optimism starts to fade. With momentum dissipating, someone suggests another approach, and promises to have a proposal tomorrow. Dale's idea is abandoned.

Sometimes the opposite happens: we find answers to all the questions we can think of, and we think all is well when it isn't.

I call this pattern of group discussion piecemeal analysis. It can mean the end for perfectly fine proposals, and it can lead to a "go" for some truly dumb proposals. Why? In this first part, we approach the question from a content perspective. In the second part, we examine the group dynamics of piecemeal analysis. Here are five ways in which the reasoning of piecemeal analysis might go astray.

Objectors have an advantage
Since we see the objections as independent of each other, responding effectively to one objection leaves the credibility of the other objections intact. By contrast, because of the halo effect, flaws in one part of the proposal degrade the credibility of the whole.
Objections might not be logically consistent
Since objections are independent, they and their implications need not be mutually consistent. Moreover, some objections, taken together, might have subtly inconsistent implications that we miss in a fast-paced discussion. What might seem to be flaws in the proposal might not be, because the conditions of the objections cannot all be met.
Some objections are invalid
Some objections seem plausible, but their conditions cannot actually occur. Yet, in error, we add them to the Issues List. They become part of the case against the proposal, almost as if they were demonstrably valid.
Some of our answers to objections are incorrect
As the defenders of the proposal respond to the objections, the group assesses the validity of their responses. Sometimes both the response and the assessment are incorrect. The proposal moves ahead when it should not.Some objections might
seem plausible, but
cannot actually occur
We overlook some valid objections
When we rely only on the open discussion to analyze the proposal, we might overlook some material issues that are truly problematic, or we might reject them incorrectly. This is most likely when things are going well for the proposal.

But even if we could address these content issues of piecemeal analysis, issues related to the dynamics of the group remain. We'll look at that side of the question in two weeks.  Next in this series Go to top Top  Next issue: Making Memories to Cherish  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre 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

Would you like to see your comments posted here? rbrenyfmOoNmfmZaWvuUrner@ChacWQTBTgmnanHpXXXLoCanyon.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.

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 Personal, Team, and Organizational Effectiveness:

Why phones are noisyThe True Costs of Cubicles
Although cubicles do provide facility cost savings compared with walled offices, they do so at the price of product development delays and increased product development costs. Decisions of facilities planners can have dramatic project schedule impact.
Computer monitors being recycled by the Nevada Division of Environmental ProtectionHow 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?
Handbill for the exhibition of Manet's The Execution of Emperor MaximilianHave a Program, Not Just an Agenda
In the modern organization, it's common to have meetings in which some people have never met — and some never will. For these meetings, which are often telemeetings, an agenda isn't enough. You need a program.
A Kemp's Ridley sea turtle (Lepidochelys kempi), ashore, probably to lay eggsSeven Ways to Get Nowhere
Ever have the feeling that you're getting nowhere? You have the sense of movement, but you're making no real progress towards the goal. How does this happen? What can you do about it?
Rapids in a northern streamThe Risks of Too Many Projects: I
Some organizations try to run too many development projects at once. Whether developing new offerings, or working to improve the organization itself, taking on too many projects can defocus the organization and depress performance.

See also Personal, Team, and Organizational Effectiveness, Problem Solving and Creativity and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

The Jolly RogerComing August 22: Dealing with Credit Appropriation
Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
RMS Titanic departing Southampton on April 10, 1912And on August 29: Please Reassure Them
When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenccDCPRSGvvnJDCqiner@ChacHTIqgzIHDVDmexFIoCanyon.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:

Reprinting this article

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 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 The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.