Since so much organizational effort is irrelevant to the goals espoused by the organization, exploring the mechanisms that generate useless work is a worthy endeavor. In this Part II of our exploration, we focus on examples of deck-chair-rearranging that extend the durations of tasks and projects, sometimes indefinitely. See Part I for a discussion of obvious waste.
- We hoard equipment, space, budget, people, and supplies. Hoarded equipment and supplies might actually be usable, but often they're useless junk. Analogously, we retain people who've demonstrated an inability to perform, or space we can't use. We even hoard time, by not reporting work we've completed. Later, we claim that the finished work is incomplete, and then we use for something else the resources granted to complete that already-completed work.
- Hoarding might arise from worry associated with feelings of being overwhelmed by the many issues and problems remaining unresolved due to the focus on deflective activities, priority inversions, agenda cluttering, and the considerable effort spent to conceal the hoarding. In this way, hoarding might serve as misdirected risk management, but it always slows progress.
- In personal lives, perfectionism is the belief that perfection is both attainable and mandatory. Perfectionism often manifests itself
as continued work on tasks beyond
the point where additional effort
creates significant additional valueAnything not done perfectly is unacceptable. At work, perfectionism often manifests itself as continued work on tasks beyond the point where additional effort creates significant, if any, additional value. It is this irrelevance to the organizational mission that qualifies perfectionism as deck-chair behavior.
- Perfectionism can be a personal pattern, but at work, it can also arise from fear of what lies in store if the current effort is declared complete. In these cases, perfectionism can be seen as the hoarding of tasks. Perfectionism in managers often makes them extremely demanding, which accounts for subordinates sometimes experiencing perfectionism as micromanagement. Perfectionism often causes us to reject perfectly workable solutions. Expensive delays and unnecessary rework inevitably follow.
- Scope creep
- Scope creep is usually seen as a problem in itself, and sometimes it is. But it can at times be merely a symptom of deeper dysfunction. For instance, as part of the deck-chair-rearrangement pattern, we can interpret scope creep as a means of delaying task completion, to allay the fear of what might lie in store if the current effort is declared complete. Alternatively, scope creep can be a means of hoarding work, and therefore budget or schedule.
- In essence, scope creep might be a symptom of dysfunction rather than, or in addition to, being a source of dysfunction. Dealing with scope creep as an independent problem to be solved might not be effective if it has causes that lie elsewhere.
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!
For more about scope creep, see "Ground Level Sources of Scope Creep," Point Lookout for July 18, 2012; "The Perils of Political Praise," Point Lookout for May 19, 2010; "More Indicators of Scopemonging," Point Lookout for August 29, 2007; "Scopemonging: When Scope Creep Is Intentional," Point Lookout for August 22, 2007; "Some Causes of Scope Creep," Point Lookout for September 4, 2002; and "The Deck Chairs of the Titanic: Strategy," Point Lookout for June 29, 2011.
Your comments are welcomeWould you like to see your comments posted here? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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:
- Holey Grails
- How much of the time and energy you spend in meetings goes to finding the best way? or a better way?
It's of questionable value unless you first agree on what you mean by "better" or "best."
- How to Procrastinate
- You probably know many techniques for procrastinating, and use them regularly, but vociferously deny
doing so. That's what makes this such a delicate subject that I've been delaying writing this article.
Well, those days are over.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Wacky Words of Wisdom
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more
- Embolalia and Stuff Like That: I
- When we address others, we sometimes use filler — so-called automatic speech or embolalia —
without thinking. Examples are "uh," "um," and "er," but there are more
complex forms, too. Embolalia are usually harmless, if mildly annoying to some. But sometimes they can
Forthcoming issues of Point Lookout
- Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
- And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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