In the near-chaos of high-pressure workdays, it's easy to err in assigning task priorities. President Eisenhower is said to have summarized the problem this way: "What is important is seldom urgent and what is urgent is seldom important." Using the Eisenhower Matrix, popularized by Steven Covey as the Importance/Urgency Matrix, we can avoid ranking the Urgent but Less Important issues above the More Important and Nonurgent. In "How to Foresee the Foreseeable: Preferences," Point Lookout for February 22, 2012, I noted another source of priority assignment error, which I called Appeal. This error comes from our tendency to rank as higher in priority those tasks we find appealing.
Individuals can make both of these errors, sometimes simultaneously. But things get more complicated when we consider the priority assignment errors of organizations. Here's the beginning of a catalog of causes of priority assignment errors for organizations.
- Fighting the last war
- Organizations tend to see the world in terms with which they're most familiar. This concept is captured in the idea that armies and nations are best prepared to fight the war they fought most recently, and in the idea that if all you have is a hammer, everything looks like a nail.
- To assign priorities realistically, approach the situation with a fresh perspective. Include people who haven't been involved in past efforts. See "Bois Sec!," Point Lookout for October 27, 2004, for more.
- Lock-in occurs in organizations when they escalate commitments to choices of inferior quality, or to courses of action demonstrably less effective than one or more alternatives, based on a belief that their prior commitments have foreclosed alternatives. In this way, they're led to assign priorities based on past decisions, rather than basing them on the current situation.
- Separate priority assignment decisions from political power. Be ruthless about accepting past errors as errors. See "Indicators of Lock-In: I," Point Lookout for March 23, 2011, for more.
- Power to the powerful
- Because power is rarely distributed evenly in organizations, the more powerful organizational actors can often use their power to modulate organizational decisions. These political actors can even influence how people assign priorities to the issues of the day, to ensure that the organization chooses a course that enhances, or at least does not threaten, the power they now hold.
- Evaluating the Organizations tend to see
the world in terms with
most familiarvalidity of someone's assertions requires evaluating his or her political positions.
- Abusing political skill
- Just as power is unevenly distributed, so is political skill. When political skill is used in furtherance of organizational goals, the organization benefits. But political skill can be used for personal advancement, which might actually conflict with organizational advancement. The politically skilled can sometimes modulate organizational decisions in their own favor by influencing priority assignment decisions.
- Knowing how you (or others) benefit from your (their own) recommendations is essential to maintaining (assessing) objectivity.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .
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More articles on Project Management:
- Seeing Through the Fog
- When projects founder, we're often shocked — we thought everything was moving along smoothly.
Sometimes, with the benefit of hindsight, we can see that we had — or could have had — enough
information to determine that trouble was ahead. Somehow it was obscured by fog. How can we get better
at seeing through the fog?
- Guidelines for Sharing "Resources"
- Often, team members belong to several different teams. The leaders of teams whose members have divided
responsibilities must sometimes contend with each other for the efforts and energies of the people they
share. Here are some suggestions for sharing people effectively.
- How We Waste Time: II
- We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're
much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those
that are outside — or mostly outside — our awareness.
- Seven Planning Pitfalls: II
- Plans are well known for working out differently from what we intended. Sometimes, the unintended outcome
is due to external factors over which the planning team has little control. Two examples are priming
effects and widely held but inapplicable beliefs.
- Some Perils of Reverse Scheduling
- Especially when time is tight, project sponsors sometimes ask their project managers to produce "reverse
schedules." They want to know what would have to be done by when to complete their projects "on
time." It's a risky process that produces aggressive schedules.
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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