It's easy to estimate the cost of physical clutter at home or at work. Obvious costs include the cost of the items themselves, plus the cost of the space they occupy. Other costs include the effort required to find an item among all the clutter; cleaning, heating, and cooling; insurance; fire, flood, and other casualty losses; unnecessary purchases to replace what can't be found among the clutter, and on and on.
Most physical cost sources of home clutter have clear analogs at work. In the workplace, though, we have forms of clutter that have few clear analogs at home, because they're virtual, which makes them difficult to recognize. We rarely account for the burdens imposed by virtual clutter.
Here's Part I a short catalog of forms of virtual clutter, including brief discussions of the burdens they impose. Let's begin with the highest-level forms of virtual clutter.
- Most organizations have collections of policies and procedures. Over time, these edicts accumulate virtual clutter: policies that no longer apply, or exceptions that are no longer needed. The virtual clutter can make it difficult for policy authors to notice internal contradictions, or to discern the gaps in coverage for new cases that have arisen since the policies were created or last revised.
- Many organizational policy documents are now available on line. They're searchable, which makes them easier to use. Searchability also facilitates removing internal inconsistencies and updating the policies to remove virtual clutter. Excuses for virtual clutter in a searchable policy base are rather lame.
- Strategic plans
- Some strategic Some strategic plans contain
initiatives that cannot work if
funded at the low levels that the
organization can actually affordplans contain initiatives that cannot work if funded at the low levels that the organization can actually afford. Underfunded initiatives yield too little benefit, too late to matter. They are virtual clutter. They defocus the strategic plan, and disrupt its coherence.
- How such initiatives persist is a topic for another time. For now, let's just begin to recognize them as virtual clutter, and do what we can to end them as soon as practical. Until we address the root causes of their existence, we'll likely see more examples in future strategic plans.
- Organizational processes tend to have interfaces to other processes. When we alter processes, we don't always review the processes with which they interact. Consequently, over time, some processes develop now-unnecessary baggage that was once intended to support the needs of other processes, or make up for their shortcomings. An example: requiring the approval of a manager who no longer has appropriate authority, or worse, requiring the approval of a representative of a department that no longer exists.
- When processes change, review all processes with which they interact. When we reconfigure the enterprise, we must systematically review all processes that control the activities affected.
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 welcomeWould you like to see your comments posted here? rbrenBmgnWGOKdEGVZOVPner@ChacQfrcUvjBpuYgOoSRoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Take Regular Temperature Readings
- Team interactions are unimaginably complex. To avoid misunderstandings, offenses, omissions, and mistaken
suppositions, teams need open communications. But no one has a full picture of everything that's happening.
The Temperature Reading is a tool for surfacing hidden and invisible information, puzzles, appreciations,
frustrations, and feelings.
- Working Journals
- Keeping a journal about your work can change how you work. You can record why you did what you did,
and why you didn't do what you didn't. You can record what you saw and what you only thought you saw.
And when you read the older entries, you can see patterns you might never have noticed any other way.
- The Reification Error and Performance Management
- Just as real concrete objects have attributes, so do abstract concepts, or constructs. But attempting
to measure the attributes of constructs as if they were the attributes of real objects is an example
of the reification error. In performance management, committing this error leads to unexpected and unwanted
- Intentionally Unintentional Learning
- Intentional learning is learning we undertake by choice, usually with specific goals. When we're open
to learning not only from those goals, but also from whatever we happen upon, what we learn can have
far greater impact.
- Creating Toxic Conflict: II
- Some supervisors seem to behave as if part of their job description is creating toxic conflict among
their subordinates. It isn't really, of course, but here's a collection of methods bad managers use
that make trouble.
Forthcoming issues of Point Lookout
- Coming September 26: Congruent Decision-Making: I
- Decision-makers who rely on incomplete or biased information are more likely to make faulty decisions. Congruent decision-making can limit the incidence of bad decisions. Available here and by RSS on September 26.
- And on October 3: Congruent Decision-Making: II
- Decision-makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit. Available here and by RSS on October 3.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrentPEcGnMTGbLmNJhlner@ChacGePWVLryAbHzUXIGoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- 10 Non-Technical Phenomena That Lead to Technical Debt
- When organizations set about gaining control of their accumulated and newly incurring technical debt, a common error of thinking is that the problem can be addressed by modifying their technical processes alone. That can be effective in cases in which the causes of technical debt are found only in the engineering and IT organizations. But those cases are rare. This program surveys ten examples of organizational phenomena that lead to technical debt and which are not restricted to the engineering or IT organizations. Indeed, many of these phenomena cannot be found in the engineering or IT organizations, or if found there, they have relatively small effects on technical debt. For each of the ten phenomena, we describe how it leads to technical debt formation or persistence, and what can be done to mitigate its effects. Most important, we explain how effective control of technical debt requires contributions from a broad array of organizational roles. Read more about this program. Here's a date for this program:
- 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.