Down in the Weeds: I

It can happen in our meetings. It can happen in our problem-solving sessions. It can happen in our writing. It can happen in our minds. We begin reaching for a high-level goal, we encounter an obstacle, we start working around it, and we come upon another obstacle. We start working around that, and we find yet another obstacle. On it goes, obstacle after obstacle, and before long, we've lost sight of whatever it was we set out to do in the first place. Sometimes, we can't even recall what it was we were actually trying to do, or how we got to wherever we are.

We're down in the weeds.

And when we get down in the weeds, often, we don't even realize we're lost.

In conversation, we can get down in the weeds in less than 10 minutes. In projects, we can do it in less than a week. Or overnight. It can happen to individuals, groups, teams, divisions, companies, and nations. The bigger the entity, and the loftier the goal, the longer it takes to get down in the weeds, but it can happen to any entity, and it's always a tragedy.

What can we do about this?

Understand what the weeds are

The weeds are often identified as details. An item is a "detail" when it's relevant, but it isn't ours to deal with right now, or possibly ever. An item is a "detail" when thinking about it is premature, because the higher-level plan might still change so as to render the item irrelevant.

But not all weeds are details. We could be in the weeds when we're spending effort dealing with matters only remotely connected to our ultimate goal. Or when we're spending effort on items that seem connected to our goal, but when that connection is tenuous because the higher-level plan is still changing.

Notice the weeds a little sooner

It might seem Sometimes, we can't even recall
what it was we were actually
trying to do, or how we
got to wherever we arethat once we know what weeds are, we can avoid them. Not so. Noticing that we've strayed from the primary objective is difficult because our attention tends to fix on the most immediate issues.

Mental discipline can help maintain attention on the objective, in spite of the most insistent weed-like matters. Regular reminders of goals are helpful — every few minutes in a meeting, every week in a project, every month for a business unit, or every quarter for the enterprise.

Two ideas: (1) My screen saver reads: "Are you working on something that really matters?" (2) In meetings, designate someone as a weed detector and give him or her authority to halt the meeting's proceedings whenever the group might be in the weeds.

We'll continue next time with suggestions for avoiding the weeds altogether and for getting out of them as quickly as possible.   Next issue in this series   Top    Next Issue

Are 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!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

The Perils of Piecemeal Analysis: Content

A team member proposes a solution to the latest show-stopping near-disaster. After extended discussion, the team decides whether or not to pursue the idea. It's a costly approach, because too often it leads us to reject unnecessarily some perfectly sound proposals, and to accept others we shouldn't have.

Mitigating Outsourcing Risks: I

Outsourcing internal processes modifies the usual risk configuration of those processes, but it also creates a special class of risks that are peculiar to the outsourcing relationship. What are some of those risks and what can we do about them?

How to Foresee the Foreseeable: Focus on the Question

When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality.

Issues-Only Team Meetings

Time spent in regular meetings is productive to the extent that it moves the team closer to its objectives. Because uncovering and clarifying issues is more productive than distributing information or listening to status reports, issues-only team meetings focus energy where it will help most.

Entry Intimidation

Feeling intimidated about entering a new work situation can affect performance for both the new entrant and for the group as a whole. Four trouble patterns related to entry intimidation are inadvertent subversion, bullying, hat hanging, and defenses and sabotage.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

Coming July 16: Responding to Unwelcome Events

Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.

And on July 23: Microdelegation

Microdelegation is a style of delegation in which the delegator unintentionally communicates the task to the subordinate in such detail and so repetitively that the subordinate is offended. As a result of this delegation style, many subordinates feel distrusted or suspected of fraud or goldbricking. Available here and by RSS on July 23.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.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, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info