One reason why we waste as much time as we do is that some time wasting masquerades as real work, or, at least, as prudent risk management. We continue now with our catalog of techniques for wasting time, focusing on these more subtle techniques. See "How We Waste Time: I," Point Lookout for October 5, 2016 for some more blatant examples.
- Write-only metrics data
- Much of the world is in the midst of a decades-old metrics fad. We gather data, but even when we analyze it, we don't always act on it. When we do act, the value generated can be far less than the cost of data acquisition and analysis. To address this, gather and analyze data about the costs and benefits of gathering and analyzing data. Prepare to be shocked. One shock: why, when we measure the costs and benefits of so many processes, do we so rarely measure the costs and benefits of measuring costs and benefits?
- Distrusting experts
- Some teams lack expertise, but are nevertheless engaged in difficult work. To manage the risk of error, we review their results in detail. But some teams actually know what they're doing. Their work might also benefit from review, but must we review that work as closely as we review the work of the less-than-expert teams? Can we not reduce review costs without increasing risk?
- Training at the wrong time
- Sometimes we waste training. For example, learning a technique that we plan to use in the distant future can be futile if that future never arrives. Learning to use software or hardware too soon can also be wasteful if we need the knowledge only after the next release or model becomes available, when that knowledge has been invalidated by the new release.
- Pointless debate
- Some of us Some of us tend to engage in debates
that seem crucial to the debaters,
but which bystanders easily
recognize as pointlesstend to engage in debates that seem crucial to the debaters, but which bystanders easily recognize as pointless. Often, the debate isn't really about what it appears to be about. Rather, it can be little more than a disguised dominance struggle. Supervisors must recognize these debates for the performance issues that they are, and intervene appropriately.
- Technical debt interest payments
- Technical debt is the accumulated set of technical artifacts — hardware and software — that ought to be retired, replaced, rewritten, or re-implemented. As long as these artifacts remain in place, they accumulate "interest charges" by adding to the effort required to operate the enterprise or to maintain or enhance its assets. Technical debt remains in place, in part, because most organizations are unaware of its scale. These organizations lack any means of accounting for either technical debt or the interest paid on it. Technical solutions to this problem are available, but in my view, the problem is fundamentally political [Brenner 2016].
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More articles on Personal, Team, and Organizational Effectiveness:
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this happens, we say we're in "firefighting" mode. But it's more than a metaphor — we
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- The Good, the Bad, and the Complicated
- In fiction and movies, the world is often simple. There's a protagonist, a goal, and a series of obstacles.
The protagonists and goals are good, and the obstacles are bad. Real life is more complicated.
Forthcoming issues of Point Lookout
- Coming June 26: Appearance Antipatterns: I
- Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects. Available here and by RSS on June 26.
- And on July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
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