Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 5;   February 1, 2017:

How to Get Out of Firefighting Mode: II

by

We know we're in firefighting mode when a new urgent problem disrupts our work on another urgent problem, and the new problem makes it impossible to use the solution we thought we had for some third problem we were also working on. Here's Part II of a set of suggestions for getting out of firefighting mode.
Flames

Flames can be beautiful. We can become fascinated by their beauty. So it is with "organizational flame." Some people actually enjoy emergencies.

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 bottlenecks
problems 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

Study the tactics and strategies of wildland firefighters and emergency incident responders. There's no need to re-invent what has already been invented. First in this series  Go to top Top  Next issue: Toxic Conflict in Teams: Attacks  Next Issue

How to Spot a Troubled Project Before the Trouble StartsProjects 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 . Order Now! .

Your comments are welcome

Would you like to see your comments posted here? rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Project Management:

A phoenixFilms Not About Project Teams: II
Here's Part II of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.
The Cone NebulaShining Some Light on "Going Dark"
If you're a project manager, and a team member "goes dark" — disappears or refuses to report how things are going — project risks escalate dramatically. Getting current status becomes a top priority problem. What can you do?
A traffic sign warning of trouble aheadNine Positive Indicators of Negative Progress
Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?
Platform supply vessels battle the fire that was consuming remnants of the Deepwater Horizon oilrig in April 2010Managing Non-Content Risks: II
When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.
The Bloomingdale's store in Stamford, Connecticut in January 1955Why Scope Expands: I
Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction, has no accepted name, and is rarely seen. Why?

See also Project Management and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

A beach at sunsetComing August 4: What Are the Chances: I
When estimating the probabilities of success of different strategies, we must often estimate the probability of multiple events occurring. People make a common mistake when forming such estimates. They assume that events are independent when they are not. Available here and by RSS on August 4.
Main Reading Room of the U.S. Library of CongressAnd on August 11: Many "Stupid" Questions Aren't
Occasionally someone asks a question that causes us to think, "Now that's a stupid question." Rarely is that assessment correct. Knowing what alternative assessments are possible can help us respond more effectively in the moment. Available here and by RSS on August 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.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:

Reprinting this article

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

Public seminars

The Power Affect: How We Express Our Personal Power

Many The Power Affect: How We Express Personal Powerpeople 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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.