When I learn something, I sometimes wish I had learned it long ago. If it could have saved me trouble, or led me somewhere I find appealing, I write it down. Here's another installment from my growing collection.
- If your workload is totally unreasonable, better time management won't help much.
- If you work for a jerk, striving for superior performance is worse than a waste of time. It keeps you from finding another job.
- Multitasking is a hoax. What we really do is task switching, which drains energy and wastes time [Weinschenk 2012] .
- If my success depends on yours, but yours doesn't depend on mine, I might be in big trouble.
- Creating great ideas from scratch is really hard and really rare. Many great ideas are clever combinations of other great and less-than-great ideas.
- Organizations and their people either succeed together or fail together.
- Risk-averse organizations risk stifling creativity and innovation.
- Threats work in the short run, but they drive people away in the long run.
- If you decide to give up, you'll never know whether you could have done it.
- You can't trust everything you find on the Internet, but some Internet communities and Web sites are very reliable. Find some you trust.
- Perfection isn't achievable, but with practice, you can make the imperfections insignificant.
- Cherish imperfections. They can sometimes lead to wonderful, exciting places.
- If a difficult decision gets easier when you pretend you're deciding it for somebody else, the difficulty is probably about you, not the decision.
- When all your choices are bad, choosing usually isn't the hard part. The hard part is accepting that you must choose the least bad choice.
- To get more choices, try letting go of dogma and ideology.
- When people suddenly renege on commitments, they could be just untrustworthy, or maybe somebody powerful ordered them to do it. Some people would let you believe the former before they would ever acknowledge the latter.
- You can't When I learn something that
I wish I had learned long
ago, I write it downsolve problems you don't realize you have.
- You can't use assets you don't realize you have.
- The Development orientation focuses on figuring out how to break the mold. The Operational orientation focuses on using the mold more perfectly.
- Creativity and Freedom are partners. You can't have much of one without help from the other.
- I've forgotten so many great ideas that I'm sure some must have been better than any idea I've pursued. So now when I get an idea I write it down (or type it in). Now if only I can figure out how not to lose what I've written down (or typed in)…
- Outsourcing risk management is risky. Something about having to live with the consequences of risks makes people better risk managers.
- The easiest way to offend somebody is to disparage something personal they can't change.
- If all you know is where you don't want to go, you'll get there faster.
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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?
- When You Think They've Made Up Their Minds
- In tough negotiations, when attempts to resolve differences have failed, we sometimes conclude that
"they've made up their minds," but other explanations abound. Keeping an open mind about why
other people seem to have closed theirs can help us find a resolution.
- Astonishing Successes
- When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes
self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
- Some Limits of Root Cause Analysis
- Root Cause Analysis uses powerful tools for finding the sources of process problems. The approach has
been so successful that it has become a way of thinking about organizational patterns. Yet, resolving
organizational problems this way sometimes works — and sometimes fails. Why?
- 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 June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
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- The Race to the South Pole: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.