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:
- Action Item Avoidance
- In some teams, members feel so overloaded that they try to avoid any additional tasks. Here are some
of the most popular patterns of action item avoidance.
- This Is the Only Job
- You have a job. Even though you liked it once, those days are long past, and a return is improbable.
If you could, you'd hop to another job immediately, but economic conditions in your field make that
unlikely. How can you deal with this misery?
- How to Foresee the Foreseeable: Preferences
- When people collaborate on complex projects, the most desirable work tends to go to those with highest
status. When people work alone, they tend to spend more time on the parts of the effort they enjoy.
In both cases, preferences rule. Preferences can lead us astray.
- Virtual Clutter: II
- Thorough de-cluttering at work involves more than organizing equipment and those piles of documents
that tend to accumulate so mysteriously. We must also address the countless non-physical entities that
make work life so complicated — the virtual clutter.
- Getting Value from Involuntary Seminars
- Whatever your organizational role, from time to time you might find yourself attending seminars or presentations
involuntarily. The value you derive from these "opportunities" depends as much on you as on
Forthcoming issues of Point Lookout
- Coming July 8: Multi-Expert Consensus
- Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact. Available here and by RSS on July 8.
- And on July 15: Disjoint Concept Vocabularies
- In disputes or in problem solving sessions, when we can't seem to come to agreement, we often attribute the difficulty to miscommunication, histories of disagreements, hidden agendas, or "personality clashes." Sometimes the cause is much simpler. Sometimes the concept vocabularies of the parties don't overlap. Available here and by RSS on July 15.
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- Bullet Points: Mastery or Madness?
Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.