Some of us have been in firefighting mode so long that getting far enough ahead of the fires to carve out some time to make sensible plans can seem like an unattainable goal. But by changing the way we deal with urgent problems, we can increase the likelihood of returning to routine. Here are four suggestions for breaking out of firefighting mode by changing how we address the fires.
- Triage the problems
- Instead of letting the order of discovering problems determine their priority, set priorities consciously. Designate a small team — two or three people are usually enough — to assign a priority to each problem as it arrives. Let them decide who is available to work each problem when its time comes.
- This is the group that must occasionally make the hard decisions to "let some fires burn." (See "How to Get Out of Firefighting Mode: I," Point Lookout for January 25, 2017) Such decisions will stick only if the members of this group have the respect of the team and their management.
- Empower the problem solvers
- Concentrating decision-making authority in the hands of a few carries a risk of creating bottlenecks, which then compromise a team's ability to get ahead of fires.
- With regard to problem solving, push decision-making out onto a larger circle of problem-solvers by creating authority boundaries that enable more people to solve problems with autonomy. Some tactics that help:
- Specify classes of problem solutions that can be implemented at lower levels.
- Assign problems to the lowest level available team members who are qualified to deal with those problems.
- Provide expert advice and support to less-expert problem solvers rather than dedicating experts to solving problems.
- Search for common causes
- Sometimes Concentrating decision-making
authority in the hands of a
few carries a risk of
creating bottlenecksproblems that appear to be unrelated are actually different sets of consequences of the same underlying problem. When this happens, solving problems independently wastes resources. Worse, independent "solutions" are unlikely to succeed, and might even conflict.
- Keep in mind the possibility that a single issue can manifest itself differently in different contexts. Before investing significant time and resources in solving two problems independently, seek convincing evidence that they really are independent.
- Include firefighting in risk plans
- If your organization has much experience with firefighting mode, planning for firefighting risk can reduce the likelihood of fires, and reduce fire lifetime when fires erupt.
- A firefighting risk plan could include criteria for declaring and terminating states of fire danger. Three levels of fire danger are probably sufficient. Define routine procedures for each level. Examples:
- Level 3: Elective paid time off is suspended
- Level 2: Triage team is activated
- Level 1: Triage team deactivated and elective paid time off is encouraged
Projects never go
quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
Your comments are welcomeWould you like to see your comments posted here? rbrenTnjejcrCOPVSEzenner@ChacxQkemEHsqOqJoyeeoCanyon.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:
- Toxic Projects
- A toxic project is one that harms its organization, its people or its customers. We often think of toxic
projects as projects that fail, but even a "successful" project can hurt people or damage
the organization — sometimes irreparably.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Communication Traps for Virtual Teams: I
- Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges
do they face, and what can we do about them?
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
- Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can
affect our ability to meet deadlines. How can communication help us get what we need from unresponsive
Forthcoming issues of Point Lookout
- Coming November 21: Make Suggestions Privately
- Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk. Available here and by RSS on November 21.
- And on November 28: Wacky Words of Wisdom: VI
- Adages, aphorisms, and "words of wisdom" seem valid often enough that we accept them as universal and permanent. Most aren't. Here's Part VI of a collection of widely held beliefs that can be misleading at work. Available here and by RSS on November 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjSnjakLlPcOPTGDener@ChaccLaCJbMcjBJkfJtgoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 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.