Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 16, Issue 13;   March 30, 2016: Still More Things I've Learned Along the Way

Still More Things I've Learned Along the Way

by

When I have an important insight, or when I'm taught a lesson, I write it down. Here's another batch from my personal collection.
An example of a Weaver's Pathway

An example of a "Weaver's Pathway" in a Navajo rug. A "Weaver's Pathway," or "Spirit Line", is a small line of contrasting color that passes from the inner field of the piece, penetrating the borders, until it reaches one edge. When non-Navajos notice it, they often see it as an imperfection, because it violates all the symmetries of the pattern. But to Navajos, it's a path that enables the weaver's spirit to free itself from the piece.

We can view imperfections in anything we create as pathways to places worth exploring. For more on the Weaver's Pathway, see "The Weaver's Pathway," Point Lookout for May 7, 2003.

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. Psychologists have studied multitasking in detail. [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 down
    solve 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.

If you have a personal collection, maybe some of these might suggest an addition or two. If you don't yet have a collection, maybe you can start one.  Some Things I've Learned Along the Way First issue in this series   More Things I've Learned Along the Way: IV Next issue in this series  Go to top Top  Next issue: Irrational Deadlines  Next Issue

Go For It: Sometimes It's Easier If You RunLove the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

More things I've learned

A happy dogSome Things I've Learned Along the Way  [October 19, 2005]
When I have an important insight, I write it down in a little notebook. Here are some items from my personal collection.

A happy dogMore Things I've Learned Along the Way  [December 11, 2013]
Some entries from my personal collection of useful insights.

A happy dogMore Things I've Learned Along the Way: IV  [July 31, 2019]
When I gain an important insight, or when I learn a lesson, I write it down. Here's Part IV from my personal collection. Example: When it comes to disputes and confusion, one person is enough.

A happy dogMore Things I've Learned Along the Way: V  [March 30, 2022]
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

Portrait of Sir Thomas Gresham, pendant to portrait of Anne Fernely ca. 1563-1564More Things I've Learned Along the Way: VI  [April 19, 2023]
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

Horse Shoe Bend of the Colorado River in the Grand CanyonMore Things I've Learned Along the Way: VII  [June 11, 2025]
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

Footnotes

Comprehensive list of all citations from all editions of Point Lookout
[Weinschenk 2012]
Susan Weinschenk. "The True Cost Of Multi-Tasking," PsychologyToday.com, September 18, 2012. Available here. Back

Your comments are welcome

Would you like to see your comments posted here? rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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

Horses in a corralCorrales Mentales
Perhaps you've achieved every goal you've ever set yourself, but if you're like most of us, some important goals have remained elusive. Maybe you had bad luck, or you weren't in the right place at the right time. But it's just possible that you got in your own way. Getting out of your own way can help make things happen.
Henry David ThoreauEncourage Truth Telling
Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant reports, especially when the implications are uncomfortable or threatening. A culture that supports truth telling can be an organization's most valuable asset.
Statue of Hermes with modern headTeamwork Myths: Formation
Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths. In this first part of our survey of teamwork myths, we examine two myths about forming teams.
Illustrating the concept of local maximumFalse Summits: II
When climbers encounter "false summits," hope of an early end to the climb comes to an end. The psychological effects can threaten the morale and even the safety of the climbing party. So it is in project work.
Two F-22A raptors line up for refuelingSymbolic Self-Completion and Projects
The theory of symbolic self-completion holds that to define themselves, humans sometimes assert indicators of achievement that either they do not have, or that do not mean what they seem to mean. This behavior has consequences for managing project-oriented organizations.

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

Forthcoming issues of Point Lookout

Braided streams in Grewingk Glacier RiverComing June 25: Meandering Monologues in Meetings: Engagement
In a meeting, a meandering monologue has taken over when someone speaks at length with no sign of coming to a clear point, and little of evident value. This behavior reduces engagement on the part of other attendees, thereby limiting the meeting's value to the organization. Available here and by RSS on June 25.
A screenful of codeAnd on July 2: The True Costs of Contractors
Among the more commonly cited reasons for hiring contractors instead of direct employees is cost savings. But are these savings real? Direct compensation, including perks and benefits, might favor the contractor arrangement, but indirect costs tell another story. Available here and by RSS on July 2.

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:

Reprinting this article

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.