Revising work we've already completed should be easier than doing it the first time, because we know so much more about it. But many have trouble getting motivated to actually make the revisions. They resent rework. They regard it as frustrating, boring, or beneath them. If you're one of these, you might hear things in your head like, "I don't have the patience for this," or, "I'm a trail blazer, not a trail maintainer," or "Not again," or "Time for a coffee break." But unless we can give rework the best of ourselves, what we created can never be the best we can do. How can we generate a desire to do revisions well?
For situations like these, instead of creating the desire, what might work better is removing the revulsion. That is, find ways to remove or alter any perception that makes the work of revising repellent. In the examples that follow, I'll pretend that I'm advising the person making the revisions, and I'll refer to the people providing feedback and requesting revisions as reviewers.
Here's Part I, focusing on workplace politics.
- They're making me redo this just to demonstrate their power
- The signature of this scenario is the utter triviality of the requested changes, which arrive in a staccato stream faster than they can be fulfilled. One trap here is assuming that when a revision request arrives, it's the last one, and so the time has come to prepare a final draft. Frustration sets in when you're about to deliver that draft, and a new revision request arrives, possibly contradicting an earlier request.
- Turn the tables on the power game by avoiding responding to requests one by one. Let time pass, and accumulate several revision requests into each revision. If the reviewer complains about the slow pace of your responses, explain that you're packaging them, and suggest that things will speed up if the reviewer can notify you when a package of requests is complete, to enable you to start implementing revisions. This tactic might move the interaction in the direction of joint problem solving, which might resolve the power game.
- To revise would be to concede to a political rival
- When a political When a political rival is driving
the demand for revisions, confusion
between the work and the self can
dominate the situationrival is driving the demand for revisions, confusion between the work and the self can dominate the situation. It's easy to make the mistake of experiencing the requests for changes as personal attacks.
- Here the politics is probably the real issue. A political concession need not be a defeat — it can be the wisest available option. At an opportune time — possibly later — address the politics politically. Meanwhile, resenting the revising won't help. Do a superior job of revising.
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? rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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 Workplace Politics:
- How Did I Come to Be So Overworked?
- You're good at your job, but there's just too much of it, and it keeps on coming. Your boss doesn't
seem to realize how much work you do. How does this happen?
- No Tangles
- When we must say "no" to people who have superior organizational power, the message sometimes
fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere.
How does this happen?
- Appearance Anti-patterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments,
disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance
and the substance of things can help.
- Hidden Missions
- When you meet people who seem unfit for their jobs, think carefully before asking yourself why they
aren't replaced immediately. It's possible that they're in place because they're fulfilling hidden missions.
- Incoherent Initiatives
- Mission statements of organizational initiatives serve as recruiting instruments as advocates seek support
for their missions. When advocates compromise coherence of mission to maximize the depth and breadth
of support, trouble looms.
Forthcoming issues of Point Lookout
- Coming October 4: Self-Importance and Conversational Narcissism at Work: I
- Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing a narcissist's sense of self-importance. Available here and by RSS on October 4.
- And on October 11: Self-Importance and Conversational Narcissism at Work: II
- Self-importance is one of four major themes of conversational narcissism. Knowing how to recognize the patterns of conversational narcissism is a fundamental skill needed for controlling it. Here are eight examples that emphasize self-importance. Available here and by RSS on October 11.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenogMhuqCxAnbfLvzbner@ChacigAthhhYwzZDgxshoCanyon.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