Usually we regard the critical path as future-oriented, including only incomplete tasks. But if CP is a critical-path task, depending on a completed task C, C can suddenly find itself in the critical path. Here are some insights that help us understand the politics of the most common situations.
- Sudden discoveries
- CP, one of the consumers of C's deliverables, might suddenly discover a problem with C's deliverables. Since CP is in the critical path, it's probably experiencing pressure. By asserting that the problem lies in C, rather than CP, some of that pressure is relieved, at least temporarily.
- Notice the sources of claims that C's deliverables are deficient. If the source lies in the critical path, investigate the evidence for those claims especially carefully.
- Shipping the problem upstream
- Sometimes, troubles in a dependent task CP lead to decisions to solve the problem by reaching back to the completed task C and demanding changes. Shipping the trouble upstream in this way requires political clout, but it does happen.
- The pressure of the critical path is a common motivation for shipping trouble upstream. CP might have multiple issues. By exporting some of them, CP gains time and resources to address other issues. The intention isn't necessarily malevolent (though it can be), but as time passes, the temptation to use the excuse that "C hasn't yet fixed its deliverable" can be irresistible. C can often defend itself from such actions by making the cost of rework explicit.
- Requirements volatility
- When requirements change, they sometimes affect work already completed. If C's deliverables no longer meet requirements, C can suddenly find itself in the critical path, even if it was considered complete under the old requirements.
- Maintain vigilance over requirements that pertain to completed tasks. Changing them is usually expensive. Constituencies with interests in critical-path tasks, seeking to avoid rework in their own tasks, sometimes exert pressure to change requirements that affect already-completed tasks.
- Defective completion criteria
- Sometimes defects in the completion criteria for the completed task C aren't recognized until a dependent The pressure of the critical
path is a common motivation
for shipping trouble upstreamcritical-path task CP starts using C's deliverables. In some political environments, CP might insist that C "fix" its deliverable, even though it met the original completion criteria.
- Careful review of all completion criteria can reduce the probability of this happening, and close cooperation between C and CP can sometimes uncover completion criteria defects before C's work is complete. This is especially important when C and CP are executed at different locations or by different organizations.
Among the nastiest problems to resolve is contention for resources between a critical path task and a task that was considered complete, but which has been re-opened by the political actions of that critical-path task. Take care: sparks can fly. First in this series Top Next Issue
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More articles on Workplace Politics:
- Management Debt: I
- Management debt, like technical debt, arises when we choose paths — usually the lowest-cost paths
— that lead to recurring costs that are typically higher than alternatives. Why do we take on
management debt? How can we pay it down?
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility
that their behavior is a response to something happening within or around the team. Too often we hold
responsible the person who's hanging back. What other explanations are possible?
- Exploiting Functional Fixedness: I
- Functional fixedness is a cognitive bias that creates difficulty in seeing novel uses of things that
have familiar uses. Some devious moves in workplace politics exploit functional fixedness.
- Embarrassment, Shame, and Guilt at Work: Creation
- Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how
to cope with these feelings, begin by understanding what different kinds of situations we use when we
create these feelings.
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- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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- 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.