Deep Trouble and Getting Deeper

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

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

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.

Blaming

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.

Do you know of a project in trouble? How many of these tactics have you seen?  Top    Next Issue

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Forthcoming issues of Point Lookout

Coming February 26: Devious Political Tactics: Bad Decisions

When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.

And on March 5: On Begging the Question

Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.

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