Words of wisdom are typically so elegantly stated that we are seduced by their elegance. We accept them unquestioningly, because we think that their truth is obvious. But when we examine them more closely, with our brains fully engaged, we can often see that these beliefs are easily misapplied. Here's Part II of a collection of Wacky Words of Wisdom. See "Wacky Words of Wisdom," Point Lookout for July 14, 2010, and "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, for more.
- Well, if you really think it will take that long, you better get started
- This comment is useful for shaming a subordinate into abandoning objections about the scale of an effort, but it also works when coercing peers who are responsible for the task in question. The comment usually halts any further strategic thinking or discussion about the scale of the contemplated commitment.
- Rarely is halting thinking or discussion actually helpful to anyone other than the person doing the coercing. The decision about proceeding with any project certainly must take into account how much effort is required. If the effort involved is large enough, it behooves us to consider alternatives that might be less costly or take less time, and we might even decide to abandon the objective altogether. But exploring these alternatives isn't possible when we stop thinking.
- Never burn bridges
- Really? Really, never? I doubt it. The reference to bridges is metaphorical — the bridges are actually options or relationships. The adage cautions one not to deliberately close out options, or terminate or curtail any relationship.
- But obeying such a broad commandment would entail, for example, maintaining relationships even with those whom one regards as inclined toward the unethical or criminal, and those with whom further association is politically dangerous. Much more valuable advice: be selective about burning bridges. Burn only the bridges that ought to be burnt.
- In times of rapid change, experience could be your worst enemy
- This comment, Be selective about burning bridges.
Burn only the bridges
that ought to be burnt.attributed to J. Paul Getty, does contain a valuable insight, namely, that our experiences tend to cause us to form attachments to things that might be changing. Those attachments can sometimes limit our ability to change. But the operative phrase is could be, which many interpret as is. We "hear" the comment as if the could be were is, and that's the source of the problem.
- Some experiences can create problems; others can be helpful. For instance, experience includes experience with change itself, which might be helpful indeed. Our experience with previous changes can help us adapt more readily when we must adapt. It can also help us recognize changes that won't last, and thereby save us from adapting to something that's only transitory. Experience is the source of good judgment.
We'll continue with this exploration in a few weeks, looking at three more examples of over-generalized beliefs. Meanwhile, can you think of examples from your own experience? 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 examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015, "Wacky Words of Wisdom: V," Point Lookout for May 25, 2016, and "Wacky Words of Wisdom: VI," Point Lookout for November 28, 2018.
Your comments are welcomeWould you like to see your comments posted here? rbrenXJTdMZQnRFmabekQner@ChacnRGSEHzZaeoweXfDoCanyon.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.
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:
- Figuring Out What to Do First
- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
unlimited problems to deal with. How do we decide which problems are important? How do we decide where
to focus our attention first?
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- How to Make Good Guesses: Tactics
- Making good guesses probably does take talent to be among the first rank of those who make guesses.
But being in the second rank is pretty good, too, and we can learn how to do that. Here are some
tactics for guessing.
- How to Avoid Getting What You Want
- Why would you want to know how to avoid getting what you want? Well, suppose you had perfected ways
of avoiding getting what you want, but you weren't aware that you were doing it. This one's for you.
- Listening to Ramblers
- Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners
can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility
Forthcoming issues of Point Lookout
- Coming May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
- And on May 8: Brain Clutter
- The capacity of the human mind is astonishing. Our ability to accomplish great things while simultaneously fretting about mountains of trivia is perhaps among the best evidence of that capacity. Just magine what we could accomplish if we could control the fretting… Available here and by RSS on May 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDfgzeWUaBjATTrRdner@ChacNVZGhOSJHPQYOZWroCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.