Paradoxical policy is policy that gets in the way of reaching objectives we say we want to reach. With a little thought, we can grasp how counter-productive — in some cases, how dumb — these policies are. But even when we perceive the paradox in a proposed policy, we can have difficulty preventing its deployment. A simple personal example is procrastinating studying for an exam, and then, with the exam approaching, cramming so much that for lack of sleep that we flunk the exam.
For organizations, paradoxical policies are more complicated. An example: To reduce expenses, the company sets a maximum money value for petty cash purchases. But the maximum is so low that the total cost of purchasing a heavy-duty stapler is three times the cost of the stapler, if you include the cost of processing the requisition form necessitated by the new policy.
Here's a collection of paradoxical policies, anonymized to protect the innocent.
- To prevent using company telephones for personal toll calls, everyone is required to review their toll calls for "business relevance" each month. They then pay for nonbusiness calls by check, which in most cases costs more to process than the face amount of the check.
- To control personal toll calls made from conference rooms, conference room telephones are disabled for outgoing toll calls. Therefore, conference calls must be made from personal offices, rendering unusable the electronic whiteboards that were recently installed in conference rooms.
- To reduce Paradoxical policy is policy
that gets in the way of
we say we want to reachpilfering of laptop computers, laptops are locked to the floor with steel cables, making them no longer portable. If you actually want to take one somewhere, you submit a requisition two business days in advance. This is so inconvenient that most people submit their laptop removal requisitions every two days automatically using an app written by someone in IT who chooses to remain anonymous.
- To create more parking spaces at ground level, visitor parking was eliminated. Visitors must now park in the employee garage, which is access-controlled by a gate. Employees expecting visitors must explain to the visitors that they can park in the "Fire Lane" while they get a visitor pass from Security that enables them to pass through the electric gate into the employee garage. This procedure has not been submitted for approval of the city Fire Department.
- Human Resources has installed a performance management system designed to weed out the "bad employees," which enables tracking the number of employees discharged or reassigned because of substandard performance. Supervisors are therefore required to identify "bad employees." The unintended consequence of this policy is that the new performance management system is deemed successful only if supervisors identify a sufficient number of "bad employees," whether or not there really are any.
Next time we'll look at policies that directly affect projects. Meanwhile, if you've encountered paradoxical policies in your own experience, please send them along. I collect them. Next in this series Top Next Issue
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? rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
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:
- Tactics for Asking for Volunteers: I
- CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific,
time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- Twenty-Three Thoughts
- Sometimes we get so focused on the immediate problem that we lose sight of the larger questions. Here
are twenty-three thoughts to help you focus on what really counts.
- The Limits of Status Reports: II
- We aren't completely free to specify the content or frequency of status reports from the people who
write them. There are limits on both. Here's Part II of an exploration of those limits.
- Subject Lines for Intra-Team Messages
- When teams communicate internally using messaging systems like email, poorly formed subject lines of
messages can limit the effectiveness of the exchanges. Subject lines therefore provide a powerful means
of increasing real-time productivity of the team.
Forthcoming issues of Point Lookout
- Coming February 28: Checklists: Conventional or Auditable
- Checklists help us remember the steps of complex procedures, and the order in which we must execute them. The simplest form is the conventional checklist. But when we need a record of what we've done, we need an auditable checklist. Available here and by RSS on February 28.
- And on March 6: Six More Insights About Workplace Bullying
- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenIyeJIiAfnGdKlUXrner@ChacsxirZwZlENmHUNHioCanyon.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