When we succeed, we rarely have difficulty finding possible explanations. People tend to volunteer them, especially if they're seeking personal credit. But when we fail, candidate explanations can be more difficult to uncover, even when we gather for sessions intended to find those explanations.
When we work as groups to learn what might be the underlying causes of failures, we can encounter patterns that create obstacles to learning. I cataloged some of them back in 2012, but I've since encountered a few more.
The scene is a group session convened to determine what we might do better, what we might stop doing, or what we might start doing. I'll use the names Willis or Wanda for the person who is withholding information.
- Withholding in case of plausible ignorance
- When Wanda has a critical piece of information, but feels that it might reflect badly on her, or on someone who might retaliate if she reveals it, she is inclined to withhold it if she feels certain that nobody else knows that she knows.
- Psychological safety is a prerequisite for productive retrospectives. Learn how to establish it, and how to verify that you have it.
- Withholding when misapprehension is clear
- Even though Willis believes that people misunderstand what happened, he doesn't offer his view of the events, for reasons similar to Wanda's above.
- Do what you can to verify that the interpretation of events you believe is shared is actually shared. Ask open-ended questions about how things could have gone differently, and what would have been necessary for other things to happen.
- Intentionally underplaying or slanting
- In a Do what you can to verify
that the shared interpretation
of events is actually sharedtechnique commonly known as spinning, Wanda presents a slanted view of the information she's disclosing.
- Watch for "weasel words" — constructions that present an impression of substance, but which are unattributed, or so ambiguous, or so cleverly hedged that Wanda can later claim, "I never said that."
- Hiding critical information in clouds of irrelevance
- When Willis feels compelled to disclose something he'd rather withhold, he can bury it in other spew he doesn't mind revealing. For example, in claiming that he knew in advance that a certain wrong-headed decision should never have been made, he might not explicitly mention his own absence from the meeting that made that decision.
- Clear away the fluff. Maintain a focus on the purpose of the exercise.
- Withholding relevant information unless specifically requested
- Here Wanda withholds a critical fact, and everything related to it, unless someone happens to probe for it.
- Ask broad, random, open questions: "Does anyone know anything about any email messages that never arrived?" Spread a wide net that will oblige everyone with related information to speak up. Special safety measures might be required. For example, consider accepting anonymous responses.
I'm still gathering entries for this catalog. If you have candidates, rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comsend them along. First in this series Next in this series Top Next Issue
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 Project Management:
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- Nonlinear Work: Internal Interactions
- In this part of our exploration of nonlinear work, we consider the effects of interactions between the
internal elements of an effort, as distinguished from the effects of external changes. Many of the surprises
we encounter in projects arise from internals.
- Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and
other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
- False Summits: II
- When climbers encounter "false summits," hope of an early end to the climb comes to an end.
The psychological effects can threaten the morale and even the safety of the climbing party. So it is
in project work.
- Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite
our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep?
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.