Some of what's widely believed about managing people is often right. But some is worse than worthless. We're actually better off ignoring it. Here's a fourth installment of adages and beliefs that sound like common sense, but which are actually untrue or massively misapplied. See "Wacky Words of Wisdom," Point Lookout for July 14, 2010, for Part I and links to others.
- You get what you pay for
- Many believe that for any given individual, and any desired behavior, we can structure money-based incentives that effectively elicit the behavior. That is a false belief.
- Numerous studies have demonstrated the falsity of this belief [Kamenica 2012]. Even if such an incentive program did exist, it could be effective only with accurate communication of the program to the target individuals. And we all know how unreliable communication can be.
- Punishment deters bad behavior
- This belief is the inverse of the monetary incentives idea. It holds that disincentives can deter employees from any specific undesirable behavior. It's also a false belief. Although disincentives can deter some people from some behaviors, we overestimate the effectiveness of disincentives, and we often overlook their negative side effects.
- Research has demonstrated [Eschleman 2014] the shortcomings of disincentives. Moreover, the effectiveness of disincentives in deterring others is limited by communications constraints arising from regulations designed to protect the privacy of individuals who have been disciplined or terminated.
- People make choices on the basis of rational self-interest
- This belief is at the heart of claims that incentives and disincentives are effective. The effectiveness of incentives and disincentives depends on people making rational choices after being informed of them.
- In 2002, Daniel Kahneman, an Israeli-American psychologist, was awarded the Nobel Prize in economics for foundational work he carried out jointly with Amos Tversky, who was deceased at the time of the award (the Prize is not awarded posthumously). Kahneman and Tversky demonstrated that people don't always choose rationally; indeed, in some classes of situations, they rarely choose rationally. Among other mechanisms, cognitive biases account for many of these phenomena.
- Whatever you're trying to do, teams do it best
- At every Some of what we believe is worse
than worthless. We're actually
better off ignoring it.size scale, enterprises have reorganized themselves around teams. Teams are effective for some things, but not everything, and not in every setting [Bacal 2015]. Probably the next level of sophistication about teamwork will involve knowing when not to organize as teams.
- Writing is an example. If documents can be segmented, then teams (actually groups of individuals) can write them faster and better. But when we need consistency of style and content, single authors do best. And so it is with much else that people are now trying to do in teams. Study the work you do as teams and ask "How is (or maybe, 'Is') the team structure helping?"
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!
For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, "Wacky Words of Wisdom: V," Point Lookout for May 25, 2016, and "Wacky Words of Wisdom: VI," Point Lookout for November 28, 2018.
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More articles on Personal, Team, and Organizational Effectiveness:
- When Your Boss Attacks Your Self-Esteem
- Your boss's comments about your work can make your day — or break it. When you experience a comment
as negative or hurtful, you might become angry, defensive, withdrawn, or even shut down. When that happens,
you're not at your best. What can you do if your boss seems intent on making every day a misery?
- Be With the Real
- When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed
that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
- The Deck Chairs of the Titanic: Obvious Waste
- Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of
the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities
just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.
- How to Foresee the Foreseeable: Recognize Haste
- When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable.
One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.
- False Summits: I
- Mountaineers often experience "false summits," when just as they thought they were nearing
the summit, it turns out that there is much more climbing to do. So it is in project work.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.