Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 15, Issue 5;   February 4, 2015: Bottlenecks: I

Bottlenecks: I

by

Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
The Niagara River and cantilever bridge

The Niagara River and the Niagara Cantilever Bridge. The turbulence of the river is due, in part, to the sheer volume of water that must pass through the narrow gorge. So it is with bottlenecks in organizations. When the volume of work that must pass through the "bottleneck" exceeds what the bottleneck can handle, turbulence and chaos are the results.

Photo by Detroit Publishing Co., courtesy U.S. Library of Congress.

Some people are bottlenecks. We wait for them to decide, or to approve activities or efforts that truly are beneath their station. They and they alone can report on certain activities. They and they alone can represent those activities in meetings. Their calendars are so full that we have trouble scheduling meetings. In frustration, we call these people names: "micromanagers" or "nanomanagers" or something worse.

But labeling them doesn't solve the problem or offer much of a path to understanding it. As their supervisors, if we want to solve the problem, or as subordinates, if we want to work around it or avoid it, we'll do much better if we understand it.

Let's begin with examples of reasons why some people cannot release these tasks to the care of their subordinates or staff or team members.

Pseudo-parental attachments
Some bottleneckers attained their positions by completing particular projects successfully. They maintain emotional attachments to those projects — attachments not as strong as what parents feel for children, but in other ways analogous. Their concern for the welfare of these "child-projects" makes them reluctant to release them to others. Release, if it comes at all, can be incomplete. Thus, the bottlenecker remains responsible for work that can be appropriately delegated to others.
Anxiety
Anxiety about the success of efforts that are properly the responsibility of subordinates need not derive from pseudo-parental attachments. It can arise, for example, if the bottlenecker has a mistakenly low opinion of the capabilities of the person responsible for the effort. Or the bottlenecker might fear that the effort could be at risk for other reasons, such as poor design or poor planning. Whatever the source of anxiety, instead of addressing it, the bottlenecker uses the concern to avoid entrusting the effort to the subordinate.
Political ambitions
Some activities Labeling people as micromanagers
doesn't solve the problem or
offer much of a path
to understanding it
inherently confer political stature on those who represent them to other parts of the organization. An example is reporting on the status of the development of a new product that's expected to form a future raison d'être for the company. Other examples are negotiating for funding or justifying requests for funding increases. Bottleneckers often strive to be the public face of such efforts, even if they aren't actually involved in the performance of the work itself.
Addiction to feeling needed
Although most of us feel good when others express appreciation for our work, some people measure their own self-worth almost solely in terms of how others see them. For these people, maintaining ownership of activities that others value is more than desirable. It is essential to a definition of self-worth. In a real sense, they can become addicted to feeling needed, and incapable of delegating detailed responsibility for efforts that others regard as important.

We'll continue next time with an exploration of tactics for dealing with the bottlenecking pattern.  Bottlenecks: II Next issue in this series  Go to top Top  Next issue: Bottlenecks: II  Next Issue

More about micromanagement

Bottleneck road signWhen Your Boss Is a Micromanager  [December 5, 2001]
If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration. Changing your boss is one possible solution, but it's unlikely to succeed. What you can do is change the way you experience the micromanagement.

I'm glad he isn't my bossThere Are No Micromanagers  [January 7, 2004]
If you're a manager who micromanages, you're probably trying as best you can to help your organization meet its responsibilities. Still, you might feel that people are unhappy — that whatever you're doing isn't working. There is another way.

A sleeping dogAre You Micromanaging Yourself?  [November 24, 2004]
Feeling distrusted and undervalued, we often attribute the problem to the behavior of others — to the micromanager who might be mistreating us. We tend not to examine our own contributions to the difficulty. Are you micromanaging yourself?

The 1991 eruption of Mount PinatuboManaging Pressure: Communications and Expectations  [December 13, 2006]
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part I of a little catalog of tactics and strategies for dealing with pressure.

Freeway damage in the 1989 Loma Prieta, California, EarthquakeManaging Pressure: The Unexpected  [December 20, 2006]
When projects falter, we expect demands for status and explanations. What's puzzling is how often this happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing pressure.

One of the Franklin Milestones on the Boston Post RoadManaging Pressure: Milestones and Deliveries  [December 27, 2006]
Pressed repeatedly for "status" reports, you might guess that they don't want status — they want progress. Things can get so nutty that responding to the status requests gets in the way of doing the job. How does this happen and what can you do about it? Here's Part III of a set of tactics and strategies for dealing with pressure.

Captain William BlighHow to Tell If You Work for a Nanomanager  [March 7, 2007]
By now, we've all heard of micromanagers, and some have experienced micromanagement firsthand. Some of us have even micromanaged others. But there's a breed of micromanagers whose behavior is so outlandish that they need a category of their own.

The USS Doyle as DMS-34, when she played The CaineReverse Micromanagement  [July 18, 2007]
Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.

Damage to Purple Loosestrife due to feeding by the galerucella beetleLateral Micromanagement  [September 10, 2008]
Lateral micromanagement is the unwelcome intrusion by one co-worker into the responsibilities of another. Far more than run-of-the-mill bossiness, it's often a concerted attempt to gain organizational power and rank, and it is toxic to teams.

A schematic representation of a MOSFETBottlenecks: II  [February 11, 2015]
When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

A demanding managerWhat Micromanaging Is and Isn't  [April 14, 2021]
Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.

Eurasian cranes migrating to Meyghan Salt Lake, Markazi Province of IranOn Schedule Conflicts  [May 10, 2023]
Schedule conflicts happen from time to time, even when the organization is healthy and all is well. But when schedule conflicts are common, they might indicate that the organization is trying to do too much with too few people.

52 Tips for Leaders of Project-Oriented OrganizationsAre your projects always (or almost always) late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips and techniques for organizational leaders. Order Now!

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