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.
In the next part of this series, we'll examine how the deck-chair rearranging pattern affects organizational strategy. First in this series Next in this series 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!
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? rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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.
More articles on Personal, Team, and Organizational Effectiveness:
- Coaching and Haircuts
- Lifelong learners use a variety of approaches, usually relying heavily on reading. Reading works well
for some ideas and techniques, especially for those with limited emotional content. For adding other
skills and perceptions, consider a personal coach.
- Wacky Words of Wisdom: II
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's
Part II of a collection of often-misapplied words of wisdom.
- Constancy Assumptions
- We necessarily make assumptions about our lives, including our work, because assumptions simplify things.
And usually, our assumptions are valid. But not always.
- Disjoint Awareness
- In collaborations, awareness of how our own work might interfere with the work of others is essential.
Unless our awareness of others' work — and their awareness of ours — matches reality, the
collaboration's objective is at risk.
- Goodhart's Law and Reification
- Goodhart's Law, applied to organizations, is an observation about managing by metrics. When we make
known the goals for our metrics, we risk having the metrics lose their ability to measure. The risk
is elevated when we try to "measure" abstractions.
See also Personal, Team, and Organizational Effectiveness and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
- And on June 21: Asking Burning Questions
- When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHoWzUJVeioCfozEIner@ChacbnsTPttsdDaRAswloCanyon.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