When we undertake tasks in organizations, we face risks. The most obvious risks are those that are most closely related to the task at hand. These risks, which we might call content risks include factors such as technological unknowns, resource availability, and competition. But there are other risks, often overlooked, that can dramatically influence our chances for success.
One of these is risk management risk, which is the risk that the risk management process is flawed, due to such factors as organizational political correctness, organizational blind spots, or the risk that political phenomena render certain risks invisible to risk managers.
Here are some examples of non-content risks, with suggestions for managing them. In this Part I, we emphasize risk sources related to perceptions.
- Misplaced or excessive focus
- Typically, organizations have in place processes that maintain focus on what they do well. For example, approvals are required to allocate resources to forward-looking initiatives. But some organizations are excessively zealous about maintaining focus, and some are mistaken about where that focus should be. For instance, organizations that need to undertake efforts to adopt new technologies to serve their existing customers sometimes refrain from doing so because of advocacy by those representing customers most resistant to change.
- Advocates of advanced initiatives would do well to protect their activities from notice until their relevance is evident to all, easily explained, and easily defended. Working demonstrations are especially useful.
- Resentment bred by success
- We rarely consider risks associated with success. But here's one: your effort is so successful and appealing that people seek to join your team. Having to decline these offers because of insufficient resources isn't much of a problem, because people do understand that issue. The more difficult problem is the resentment such success can engender on the part of potential political adversaries.
- When appropriate,Advocates of advanced initiatives
would do well to protect their
activities from notice until their
relevance is evident to all devise plans for dealing with such challenges. One helpful guideline: don't publicize your success internally unless the publicity materially aids the effort and you have political strength sufficient to withstand challenges.
- Unsustainable loads
- The term "unsustainable load" usually evokes thoughts of overload and burnout. Certainly, high loads are unsustainable. But low loads can also be unsustainable. Sustainability of a given workload is in part determined by perceived differences between one's own workload and the workloads of colleagues and peers.
- Loads much higher, or much lower, than cultural norms are unsustainable in the long term. High loads cause burnout and bailout; low loads attract those with agendas other than your own, and risk losing people (and stakeholders) from boredom and idleness. Strive for workloads near but slightly above the cultural norm.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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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. Lessons abound. Read more about this program.
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- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
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