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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More articles on Project Management:
- Films Not About Project Teams: I
- Here's part one of a list of films and videos about project teams that weren't necessarily meant to
be about project teams. Most are available to borrow from the public library, and all are great fun.
- Status Risk and Risk Status
- One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising,
because we often fail to report the status of the project's risks, as well. What can we do to better
manage status risk and risk status?
- Emergency Problem Solving
- In emergencies, group problem solving is unusually challenging, especially if lives, careers, or companies
depend on finding a solution immediately. Here are some tips for members of teams that are solving problems
- Why Scope Expands: II
- The scope of an effort underway tends to expand over time. Why do scopes not contract just as often?
One cause might be cognitive biases that make us more receptive to expansion than contraction.
- Design Errors and Group Biases
- Design errors can cause unwanted outcomes, but they can also lead to welcome surprises. The causes of
many design errors are fundamental attributes of the way groups function. Here is Part II of our exploration.
Forthcoming issues of Point Lookout
- Coming March 27: Stone-Throwers at Meetings: II
- A stone-thrower in a meeting is someone who is determined to halt forward progress. Motives vary, from embarrassing the chair to holding the meeting hostage in exchange for advancing an agenda. What can chairs do about stone-throwers? Available here and by RSS on March 27.
- And on April 3: Career Opportunity or Career Trap: I
- When we're presented with an opportunity that seems too good to be true, as the saying goes, it probably is. Although it's easy to decline free vacations, declining career opportunities is another matter. Here's a look at indicators that a career opportunity might be a career trap. Available here and by RSS on April 3.
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- 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.