Back in June, we looked at Part II of our collection of over-generalized adages — wacky words of wisdom (see "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012). Here's a third installment.
- Nothing is particularly hard if you divide it into small jobs
- These words, due to Henry Ford, were probably meant to apply to manufacturing — specifically to assembly line work. They capture a belief widely held, especially in Western societies, that we can accomplish any complex task by decomposing it into smaller, more manageable tasks. But does it apply to tasks of absolutely every kind? Does it apply to medical diagnosis? Designing a flood control system? Formulating economic policy? Writing legislation?
- Division strategies are valid for a class of tasks that we might call divisible. But some tasks might be only partially divisible, or not divisible at all. For example, for some diseases or disease combinations, accurate diagnosis requires a grasp of the totality of a patient's health. When success depends on grasping the whole, or when success depends on grasping portions that seem at first to be unrelated, division doesn't work. What's worse, for indivisible tasks, determining divisibility is often itself an indivisible task. An increasing portion of all modern work just isn't divisible. Dividing indivisible tasks invites disaster.
- If you want something done right, do it yourself
- This adage is often used as a basis for infringing previously delegated responsibility, or for micromanaging, or for obsessive review of delegated work. These behaviors all contribute to nightmarish relationships between supervisors and their subordinates.
- Those who An increasing portion of modern
work just isn't divisible. Dividing
indivisible tasks invites disaster.take this "advice" to heart have most likely misidentified the problem. They believe, incorrectly, that their problem is incompetent or negligent subordinates. More likely, the problem is that their standards are unreasonable; or standards are so fluid that subordinates cannot keep current; or standards have not been effectively communicated; or supervisor/subordinate relations have broken down; or the output quality assessment process is biased, unfair, or inaccurate; or the supervisor is determined to prove that only the supervisor is competent. These are only examples of a host of serious problems. All are extremely difficult to address unassisted.
- If two people can't get along, one or both are to blame
- This widely believed but rarely articulated idea has a partner: "If everyone has difficulty working with X, the problem is in X." Both ideas are sometimes applicable, but only careful investigation can determine applicability. It's safest to keep an open mind about the source of the difficulty, pending investigation.
- Difficulty between any pair of people usually arises from complex interactions involving many others, including the team lead or the supervisor(s). It's rare — though possible — that one person or one pair of individuals is the cause of trouble. More often, everyone plays a part.
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For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: II," Point Lookout for June 6, 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.
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Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.