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
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More articles on Workplace Politics:
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- On Advice and Responsibility
- Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail
risk. How can this happen, and what choices do we have?
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- When the Answer Isn't the Point: I
- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of
the respondent is what matters. Here are some techniques questioners use when the answer to the question
wasn't the point of asking.
- Anticipate Counter-Communication
- Effective communication enables two parties to collaborate. Counter-communication is information provided
by a third party that contradicts the basis of agreements or undermines that collaboration.
Forthcoming issues of Point Lookout
- Coming January 22: Disjoint Awareness: Bias
- Some cognitive biases can cause people in collaborations to have inaccurate understandings of what each other is doing. Confirmation bias and self-serving bias are two examples of cognitive biases that can contribute to disjoint awareness in some situations. Available here and by RSS on January 22.
- And on January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
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- 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.