The Utility Pole Antipattern: I

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?

Indicators

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done requires that you either ask (and trust) an expert, or refer to some Web-based process manuals that are often out of date.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.

Causes

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.

We'll continue this exploration next time, looking for workarounds and interventions.   Next issue in this series   Top    Next Issue

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 welcome

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.

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:

Enjoy Your Commute

You probably commute to work. On a good day, you spend anywhere from ten minutes to an hour or two — each way — commuting. What kind of experience are you having? Taking control of this part of your life can make a real difference.

Shooting Ourselves in the Feet

When you give a demo to a small audience, there's a danger of overwhelming them in a behavior I call "swarming." Here are some tips for terrific demos to small audiences.

Using the Parking Lot

In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which we believe could be important someday soon. Here are some tips for making your parking lot process more effective.

Organizational Loss: Searching Behavior

When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.

Speak for Influence

Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.

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

Forthcoming issues of Point Lookout

Coming June 4: White-Collar Contractor Sabotage

Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.

And on June 11: More Things I've Learned Along the Way: VI

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. Available here and by RSS on June 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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