Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 11, Issue 26;   June 29, 2011: The Deck Chairs of the Titanic: Strategy

The Deck Chairs of the Titanic: Strategy

by

Much of what we call work is about as effective and relevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.
Portrait of Benjamin Lincoln (1733-1810), Major General of the Continental Army during the American Revo|-|lu|-|tionary War

Portrait of Benjamin Lincoln (1733-1810), Major General of the Continental Army during the American Revolutionary War, and Secretary of War 1781-1783. Painting by Charles Willson Peale. Gen. Lincoln commanded units in Georgia and the Carolinas in 1778-80, during the British southern campaign. Captured at Charleston in 1780, he was ultimately released in an exchange. Commanding a Continental division in the battle of Yorktown, he is the general who formally accepted the British surrender there.

The British Southern Strategy was probably doomed from the start. Conceived as what we now consider a classic counterinsurgency campaign, it was based, in part, on the mistaken belief by the British that the southern colonies were populated by large numbers of Loyalists who could be armed and equipped to form an effective force to oppose the rebels. This belief rested on intelligence gained from Loyalist exiles in London, many of whom had much to gain economically from British victory, and who recognized that exaggeration of the facts would be in their own interest. Still, by 1779, more than a year after the onset of the British southern campaign, the British had ample evidence that the basis of their strategy was at least questionable. Yet they pressed on, rigidly adhering to what was by then a failed — or at least failing — strategy, and ultimately surrendered over 7,000 soldiers at Yorktown in October 19, 1781. More about Gen. Lincoln, More about the British Southern Strategy

The portrait was probably painted during Gen. Lincoln's term as Secretary of War before October 13, 1784. The painting is listed in the 1795 Peale Museum catalog. Purchased by the City of Philadelphia at the 1854 Peale Museum sale. Photo courtesy U.S. National Parks Service Museum.

In the modern workplace, much effort is irrelevant to the goals espoused by the organization — so much, in fact, that exploring the causes of useless work is worthwhile, if only to reduce their impact on future efforts.

In this part of our exploration, we focus on examples of deck-chair-rearranging pertaining to strategic decision-making. See for a discussion of obvious waste, and for a discussion of task duration.

Insupportably detailed plans
Adequate planning is critical to the success of any complex project, but planning in detail not justified by current knowledge is wasteful. It can even threaten success, because it limits flexibility and closes our minds to alternatives. (More on lock-in) By contrast, "just-in-time" planning, the essence of agile development, tends to preserve flexibility.
Excessively detailed planning can be viewed as scope creep in the planning process; or as a manifestation of perfectionism; or as a result of hoarding of the planning budget or schedule or both. More
Preoccupation with efficiency over effectiveness
In manufacturing, efficiency is effectiveness, but in knowledge work, distinguishing the two is essential. About 30 years ago, management theorists came to recognize that efficiency relates to using resources wisely, given an objective, while effectiveness relates to selecting objectives wisely, given a set of resources.
In knowledge work, emphasizing efficiency over effectiveness risks engaging in deck-chair-rearranging behavior. In meetings, for example, we sometimes debate how to discuss an issue, without considering whether that issue is worth discussing at all.
Impulsively changing strategy
In knowledge work, emphasizing
efficiency over effectiveness
risks engaging in deck-chair-
rearranging behavior
Sometimes we must change strategy — at times, suddenly. When it's appropriate, we call this behavior flexibility. But a pattern of sudden, inappropriate changes is something else: impulsiveness. Impulsiveness can arise along with the urge to hoard, or to expand scope, or to plan in excessive detail.
For example, when a strategy "threatens" to succeed, and deck-chair-rearrangers fear the result of task completion, they can feel an urge to change strategy. Conversely, when things aren't going well, deck-chair-rearrangers can impulsively adopt a new strategy, rather than addressing and learning from the issues that have arisen.
Rigid adherence to failing strategies
Ironically, rigid adherence to failing strategies can also be part of the deck-chair pattern. Rigid adherence can arise when, instead of focusing on organizational goals, we focus on proving that we were right, and that the strategy we adopted can succeed.
Unlike other examples of the deck-chair pattern, rigid adherence to failed strategies is evident even to distant observers. Unfortunately, when they intervene, they usually terminate or reassign a single individual, rather than addressing the deck-chair pattern, which is often systemic.

Last words

Although your organization might be free of strategic deck-chair behavior, individuals might still advocate for it, albeit unwittingly. Can you think of anyone you know who might be doing it now?  The Deck Chairs of the <em>Titanic</em>: Obvious Waste First issue in this series  Go to top Top  Next issue: You Might Be Stressed If...  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!

More about scope creep

US Space Shuttle LaunchSome Causes of Scope Creep  [September 4, 2002]
When we suddenly realize that our project's scope has expanded far beyond its initial boundaries — when we have that how-did-we-ever-get-here feeling — we're experiencing the downside of scope creep. Preventing scope creep starts with understanding how it happens.

The spine of a human maleScopemonging: When Scope Creep Is Intentional  [August 22, 2007]
Scope creep is the tendency of some projects to expand their goals. Usually, we think of scope creep as an unintended consequence of a series of well-intentioned choices. But sometimes, it's much more than that.

Mars as seen by the Hubble TelescopeMore Indicators of Scopemonging  [August 29, 2007]
Scope creep — the tendency of some projects to expand their goals — is usually an unintended consequence of well-intentioned choices. But sometimes, it's part of a hidden agenda that some use to overcome budgetary and political obstacles.

President Harry S. Truman, and Gen. Douglas MacArthur, meeting at Wake Island, 14 October 1950The Perils of Political Praise  [May 19, 2010]
Political Praise is any public statement, praising (most often) an individual, and including a characterization of the individual or the individual's deeds, and which spins or distorts in such a way that it advances the praiser's own political agenda, possibly at the expense of the one praised.

An F-35 Lightning II joint strike fighter test aircraft AA-1 undergoes flight testing over Fort Worth, TexasThe Deck Chairs of the Titanic: Task Duration  [June 22, 2011]
Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.

President Harry S. Truman, and Gen. Douglas MacArthur, meeting at Wake Island, 14 October 1950Ground Level Sources of Scope Creep  [July 18, 2012]
We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members — and others as well — can contribute to the problem.

A visual illusionScope Creep and the Planning Fallacy  [February 19, 2014]
Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.

Gachi Fernandez and Sergio Cortazzo, professional tango coupleScope Creep, Hot Hands, and the Illusion of Control  [February 26, 2014]
Despite our awareness of scope creep's dangerous effects on projects and other efforts, we seem unable to prevent it. Two cognitive biases — the "hot hand fallacy" and "the illusion of control" — might provide explanations.

The Great Wall of China near MutianyuScope Creep and Confirmation Bias  [March 12, 2014]
As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.

A fictional tornado striking ManhattanOn Planning in Plan-Hostile Environments: I  [April 23, 2025]
In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment.

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

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:

A bear trapThe Mind Reading Trap
When we think, "Paul doesn't trust me," we could be fooling ourselves into believing that we can read his mind. Unless he has directly expressed his distrust, we're just guessing, and we can reach whatever conclusion we wish, unconstrained by reality. In project management, as anywhere else, that's a recipe for trouble.
A doorknobDoorknob Disclosures and Bye-Bye Bombshells
A doorknob disclosure is an uncomfortable, painful, or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?
A hot potatoGames for Meetings: II
We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part II of a little catalog of some of our favorites, and what we could do about them.
Bill Moyers speaking at an event in Phoenix, ArizonaAsking Clarifying Questions
In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?
A hospital patientCongruent Decision Making: II
Decision makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Mother feeding a child breakfastComing August 6: Leaving High-Touch Jobs: Why
High-touch jobs are those that require that we work closely with colleagues, teammates, clients, or suppliers. Because leaving such positions affects the people we leave behind, we would all be better off if we took steps to mitigate those effects. Here are some suggestions. Available here and by RSS on August 6.
A band of mostly saxophonesAnd on August 13: Leaving High-Touch Jobs: How
High-touch jobs require that we work closely with colleagues, teammates, clients, or suppliers. Because choosing to leave such a job affects all these people, and the person departing, we would do well find a path that respects all involved. Here are some suggestions. Available here and by RSS on August 13.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, 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.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.