The unmaintainable, unfathomable, undocumented rat's nests of wires that festoon some urban utility poles are a metaphor for the processes we find in some organizations. Just as the utility pole wires transmit information and power, so too do many organizational processes. Knowing how utility poles get so tangled might generate insights about tangled organizational processes, but we already know enough about organizational processes to suggest some causes and responses without studying utility poles.
Consider the process for introducing new products. Most large organizations have dedicated functions that address particular markets or market segments. And they have functions that handle legal issues, functions that allocate resources, functions that devise strategies, and so on. Often, introducing new products requires winning approvals and support from all these functions, which can sometimes require dealing with several different elements of each function. For example, the function that's responsible for the Widget market might have separate offices for Widget markets in Europe, the Americas, Africa, and Asia. (So far, I haven't seen a company with an Antarctican Widget Office, but the century is still young.)
If gaining approvals is complicated enough, the most valuable expertise of new product advocates isn't product knowledge or even marketing knowledge. Instead, it's knowledge about winning approvals — that is, knowing how the wires are strung from utility pole to utility pole.
What causes and maintains this anti-pattern? How can we work around it?
- One sign of this anti-pattern: getting something done requires that you either ask (and trust) an expert, or refer to some Web-based process manuals that are often out of date. Another sign: nobody really knows. Another: you begin by following the best available advice, and you discover twists, turns, and speed bumps that nobody knew about.
- One of my As we divide our organizations
into smaller bits to make them
more manageable, coordinating
the bits gets more complicatedfavorite examples is the approval loop. To secure approval A, you first need to secure approval B. And to get approval B, you first need approval C. But before you can get approval C, you need approval A. I haven't yet seen a two-link chain, probably because it would be so obvious that people would have to fix it.
- As we divide our organizations into smaller bits to make them more manageable, coordinating the bits gets more complicated, like the wires on utility poles. Because motivating organization-wide action requires the approval of all the bits, each organizational bit effectively has a veto.
- Eliminating the veto by limiting the smaller organizational bits to advisory roles doesn't help much. The people to whom the bits report are generally so overloaded that coherent synthesis of conflicting advice from multiple sub-organizational elements is unreliable, even if these people are able to hear the smaller voices in their areas of responsibility.
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? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Ten Reasons Why You Don't Always Get What You Measure: I
- One of the "truisms" floating around is that "You get what you measure." Belief
in this assertion has led many to a metrics-based style of management, but the results have been uneven
at best. Why?
- Sixteen Overload Haiku
- Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it
is not to be overloaded. Here's a contemplation of the state of overload.
- Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget
problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
- Ego Depletion and Priority Setting
- Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy
for self-control. Here are some strategies for limiting these effects on priority setting.
- Paradoxical Policies: II
- Because projects are inherently unique, constructing general organizational policies affecting projects
is difficult. The urge to treat projects as if they were operations compounds the difficulty. Here's
a collection of policies for projects that would be funny if they weren't real.
Forthcoming issues of Point Lookout
- Coming July 24: The Stupidity Attribution Error
- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
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.
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
- 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.