Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 17, Issue 43;   October 25, 2017: Workplace Memes

Workplace Memes

by

Last updated: August 8, 2018

Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples.
Five almonds

Five almonds. Almonds have more protein than most nuts. They make for a satisfying snack with little risk of sugar crash.

The word meme was coined by Richard Dawkins in his book, The Selfish Gene. A meme is a concept, usually embedded in culture, and easily propagated from person to person. It might not be within the awareness of the members of the culture, but because they share it, they can act and interact in patterns everyone knows, which improves social efficiency. That's usually helpful, but if the goals thereby achieved are counter-productive, memes serve to enable the society to undermine itself — efficiently.

Workplace memes are artifacts of workplace culture. For instance, associated with meetings is a meme that governs their timing and duration. Most are scheduled to take one hour, or an integer number of hours, beginning at the top of an hour. This meme has the effect of setting the durations of meetings to whole hours, even if we need only 48 minutes. Note to meeting chairs: if you need only 48 minutes, start the meeting at 12 minutes past the hour. People will hug you.

Here are four other workplace memes, emphasizing the counter-productive.

Candy dishes and doughnut meetings
Sugary treats areIf you need only 48 minutes for
a meeting, start it at 12 minutes
past the hour. People will hug you.
fun. Nearly everyone enjoys them. But spiking blood sugar leads inevitably to the sugar crash, sleepy afternoons, and elevated risk of bad decisions in meetings.
Fruits, granola bars, or little packs of nuts or trail mix present far less risk to the organization.
Slogan posters
Slogan posters are those large colorful wall posters that bear platitudinous messages that sound like they make sense, but actually do not. Examples: "Good Things Come to Those Who Hustle;" "To Stand Out from the Competition, Stand Together as a Team."
Inspiration is the intention, of course. But inspiration comes from inspirational people, not posters. If there aren't enough inspirational people among existing employees, have a look at your hiring and retention practices. And take down the posters.
Bullet points
Presentation software favors bullet points — short text fragments that suggest an intended meaning, but which are often too short to exclude unintended meanings. We're so accustomed to using presentations to communicate that we've begun to talk and think in bullet points. Unintended meanings abound.
Let's go back to thinking and speaking not in bullet points, but in more fully formed, less ambiguous, and more complete thoughts.
Reorganizations
Reorganizations change the organizational authority hierarchy of the organization, and possibly the responsibilities of its people. The goal, we're told, is improved alignment between the organizational structure and the needs of a changing environment. We adapt.
But associated with reorganizations is some collateral damage. Reorgs scramble relationships, which can be a source of sadness and lost effectiveness, though we rarely give that much thought. And often, just as we settle in with the new way things are, along comes another reorg. One must wonder: maybe the reorgs aren't about effectiveness. Maybe scrambling relationships is the point.

Memes are everywhere, but recognizing them can be difficult. We need a meme for that. Go to top Top  Next issue: Risk Creep: I  Next Issue

52 Tips for Leaders of Project-Oriented OrganizationsAre 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 welcome

Would 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.

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 Personal, Team, and Organizational Effectiveness:

Dogs Fighting in a Wooded Clearing, by Frans SnydersMudfights
When we steer the discussion away from issues to attack the credibility, motives, or character of our debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical, and it leads to bad, expensive decisions that we'll probably regret.
Agreeing to a dealObstacles to Compromise
Compromise is the art of devising an approach acceptable to all parties. A talent for compromise is rare. What makes finding compromises so difficult?
Fugu Rubripes, the Fugu fishEmbolalia and Stuff Like That: I
When we address others, we sometimes use filler — so-called automatic speech or embolalia — without thinking. Examples are "uh," "um," and "er," but there are more complex forms, too. Embolalia are usually harmless, if mildly annoying to some. But sometimes they can be damaging.
The cockpit of an A340 Airbus airlinerThe 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.
kudzu enveloping a Mississippi landscapeListening to Ramblers
Ramblers are people who can't get to the point. They ramble, they get lost in detail, and listeners can't follow their logic, if there is any. How can you deal with ramblers while maintaining civility and decorum?

See also Personal, Team, and Organizational Effectiveness and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

An unfinished building, known as SzkieletorComing September 18: The Planning Fallacy and Self-Interest
A well-known cognitive bias, the planning fallacy, accounts for many unrealistic estimates of project cost and schedule. Overruns are common. But another cognitive bias, and organizational politics, combine with the planning fallacy to make a bad situation even worse. Available here and by RSS on September 18.
The Leonard P. Zakim Bunker Hill BridgeAnd on 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.

Coaching services

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:

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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: Lessons in Leadership

On 14The Race to the South Pole: Lessons in Leadership 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:

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.

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.