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]
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? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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:
- 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.
- Dealing with Deadlock
- At times it seems that nothing works. Whenever we try to get moving, we encounter obstacles. If we try
to go around them, we find more obstacles. How do we get stuck? And how can we get unstuck?
- Fill in the Blanks
- When we conceal information about ourselves and our areas of responsibility, we make room for others
to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.
- Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
- Brain Clutter
- The capacity of the human mind is astonishing. Our ability to accomplish great things while simultaneously
fretting about mountains of trivia is perhaps among the best evidence of that capacity. Just imagine
what we could accomplish if we could control the fretting…
Forthcoming issues of Point Lookout
- Coming February 1: The Big Power of Little Words
- Big, fancy words, like commensurate or obfuscation, tend to be more noticed than the little everyday words, like yet or best. That might be why the little words can be so much more powerful, steering conversations where their users want them to go. Available here and by RSS on February 1.
- And on February 8: Kerfuffles That Seem Like Something More
- Much of what we regard as political conflict is a series of squabbles commonly called kerfuffles. They captivate us while they're underway, but after a month or two they're forgotten. Why do they happen? Why do they persist? Available here and by RSS on February 8.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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