When projects founder, their leaders, sponsors, and champions sometimes experience the foundering personally. Even if they don't experience the failure as personal, their experience of how others see the failure can have similar effects. When this happens, an overwhelming urge to repair the failure can develop. If repairs succeed, both organizational and personal needs are fulfilled. But when repair is impossible, things get more interesting.
In such cases, the project's leaders have already exhausted the obvious solutions: trying other approaches, or asking for more budget or time. They must therefore resolve the tension between the initially promised objectives and the current disappointing reality by means other than delivering what was promised, because that's plainly impossible.
Recognizing the techniques they use in such quandaries is helpful to both members of the project team, and the supervisors of the project's leaders, sponsors, and champions. Here are some techniques in common use.
- Confessing failure
- Confession is almost certainly the only honest approach. It's always available, but because, in most organizations, it presents significant risk to one's career, there is a tendency to avoid confession.
- Expanding the project's objectives can both conceal the failure and justify additional budget and schedule. Expansion in this form can be a cause of scope creep. See "Some Causes of Scope Creep," Point Lookout for September 4, 2002, for more.
- Fleeing the scene
- Flight, usually without admitting failure, works well if its true motivation can remain concealed long enough. It can take the form of promotion, transfer to another project or business unit, or "accepting new challenges" elsewhere.
- Embellishing, or "spinning," is a technique for representing in a misleadingly positive way the results that actually were achieved. If successful, embellishing buys time — at best.
- Declaring victory
- The extreme form of embellishment is announcing that the effort's primary objectives have been achieved and we're now ready to focus our energies on the next challenge. Since everyone knows the current effort is a disappointment, this announcement is rarely questioned overtly.
- Blowing smoke
- Blowing smoke, Embellishing, or "spinning," is
a technique for representing
in a misleadingly positive
way the results that were
actually achievedor obfuscating, can confuse decision-makers and team members alike. Making others believe that the effort is going better than it seems to be is usually just another delay tactic.
- Misrepresenting status fraudulently
- Outright lying is always possible, but because the risk of exposure is ordinarily so high, and the consequences so severe, this method is most practical for those who work in very secure or highly compartmentalized environments, where "knowledge firewalls" limit the chances of exposure.
- Placing responsibility for the project's troubles at the feet of the defenseless is a useful technique, because it so clearly absolves those who are doing the blaming. Defenseless individuals include those who have already departed the organization and those whose credibility is already so eroded — sometimes unjustly — that they cannot refute the claims made against them.
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:
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- 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.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
that are less common in face-to-face teams. Here's Part II of a little catalog with some recommendations.
- Wishful Interpretation: I
- Wishful thinking comes from more than mere imagination. It can enter when we interpret our own observations
or what others tell us. Here's Part I of a little catalog of ways our wishes affect how we interpret
- Irrational Deadlines
- Some deadlines are so unrealistic that from the outset we know we'll never meet them. Yet we keep setting
(and accepting) irrational deadlines. Why does this happen?
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
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- 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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- 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.