The Utility Pole Antipattern: II

As discussed two weeks ago, an anti-pattern is a commonly occurring pattern for a problem solution that produces counter-effective results. One might at first consider anti-patterns paradoxical — certainly such "solutions" aren't solutions at all. But if we consider solutions that do solve the problem as stated, but which also produce negative results when we consider all consequences, the paradox resolves.

For example, consider the CFO who, to control costs, lowers the ceiling for petty cash expenditures to a level that happens to be 80% of the cost of processing purchase requisitions. Such a policy will certainly increase control of petty cash. But the overall cost to the enterprise rises, because of the cost of processing requisitions.

last time, we began examining the indicators and causes of the anti-pattern of excessively complex process architectures, which I call the Utility Pole anti-pattern. Let's continue.

Stabilizers

Senior managers sometimes complicate the problem when they execute reorganizations. They usually do reduce process complexity, but they usually don't eliminate the causes of regrowth of process complexity. Although each organizational adjustment cleans up some utility poles, those same poles are soon festooned again.

Causes of process complexity probably reside beyond the reach of reorganization processes, because complexity always returns after reorgs. For example, when multiple functions are responsible for a given outcome, all involved feel obliged to define processes that ensure that outcome. Process redesigns that ignore this tendency cannot stem the regrowth of process complexity.

Defenses and workarounds

Causes of process complexity
probably reside beyond the
reach of reorganization
processes, because complexity
always returns after reorgs

Complicated control processes can be obstacles to accomplishing objectives in complex bureaucracies. One common solution is the entrepreneurial approach, which aims at evasion and circumvention of controls, using networking, situational awareness, and clever deceptions. Another, the exploitative approach, turns the processes of the bureaucracy into tools to accomplish the advocates' objectives. Both require sophisticated understanding of the control processes.

Confound expectations. If you're known as a "rule-bender," the entrepreneurial approach is risky. If you're known for cleverly exploiting the rules, the entrepreneurial approach might be the better choice.

Interventions

People with risk management responsibility for projects can help limit process complexity by making its costs explicit in risk plans. Common risks that are rarely identified explicitly include: risk of delays due to confusion about compliance with requisition requirements; risk of schedule disruption due to conflicting claims for resources; risk of budget overruns due to technically ambiguous wording of contracts with suppliers arising from restrictions forbidding direct participation by technical people in contract negotiations.

Risk managers can identify and budget for these and similar risks. Be selective. Focus on risks that have materialized in the past, and use data from those past incidents to justify projections.

The utility pole anti-pattern is usually an emergent problem. Fully addressing it will likely require action coordinated across the organization.   First 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:

Team Thrills

Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience is rare. How can we make it happen more often?

Changing the Subject: II

Sometimes, in conversation, we must change the subject, but we also do it to dominate, manipulate, or assert power. Subject changing — and controlling its use — can be important political skills.

Asking Clarifying Questions

In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?

Unnecessary Boring Work: I

Work can be boring. Some of us must endure the occasional boring task, but for many, everything about work is boring. It doesn't have to be this way.

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.

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

Forthcoming issues of Point Lookout

Coming October 1: On the Risks of Obscuring Ignorance

A common dilemma in knowledge-based organizations: ask for an explanation, or "fake it" until you can somehow figure it out. The choice between admitting your own ignorance or obscuring it can be a difficult one. It has consequences for both the choice-maker and the organization. Available here and by RSS on October 1.

And on October 8: Responding to Workplace Bullying

Effective responses to bullying sometimes include "pushback tactics" that can deter perpetrators from further bullying. Because perpetrators use some of these same tactics, some people have difficulty employing them. But the need is real. Pushing back works. Available here and by RSS on October 8.

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:

• 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